Name: Strategic Transformation: Changing While Winning (en Inglés)
Price: 56.12 USD
Availability: InStock
Author: M. Hensmans; G. Johnson; G. Yip
ISBN: 9781137268457

portada Strategic Transformation: Changing While Winning (en Inglés)

Strategic Transformation: Changing While Winning (en Inglés)

Formato

Libro Físico

Editorial

Palgrave Macmillan

Autor

M. Hensmans; G. Johnson; G. Yip

Año

2012

Idioma

Inglés

N° páginas

242

Encuadernación

Tapa Dura

ISBN

113726845x

ISBN13

9781137268457

N° edición

2013

Categorías

Gestión y técnicas de gestión

Strategic Transformation: Changing While Winning (en Inglés)

M. Hensmans; G. Johnson; G. Yip (Autor) · Palgrave Macmillan · Tapa Dura

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Reseña del libro "Strategic Transformation: Changing While Winning (en Inglés)"

Today's global marketplace offers opportunities for fast growth, but a winning strategy over the long term raises a special challenge: how to make major strategic changes while maintaining high levels of performance. Business historian Manuel Hensmans and renowned management experts Gerry Johnson and George Yip analyze and examine the strategies employed by exceptional firms that have met this challenge successfully. Hensmans, Johnson and Yip assess the strategies of organizations that have simultaneously posted consistent, long-term superior financial performance while also undertaking the strategic changes needed to ensure future success. With real-life case studies and revealing expert insight from the leaders of Cadbury Schweppes, J Sainsbury, Smith & Nephew, SSL International,Tesco, and Unilever, Strategic Transformation provides a vital guide for creating a sustainably successful business organization. The extensive research base for this book included analysis of the 20-year financial performance of 215 of the largest publicly listed British companies, a further strategic analysis of those 28 companies that were found to have consistent financial performance, and in-depth historical research and extensive interviews with top executives at six companies. The study found that successful strategic transformers developed three historical traditions over a 40-year or longer period, each of which contributed to the companies' ability for strategic transformation. The book's central message is that if managers are to develop firms that can both achieve consistently high performance and manage significant strategic change, they need to accept and foster alternative management coalitions, as well as constructive tension and contestation, while maintaining the right level of strategic continuity. This book explains how to pull off this difficult, but essential, double act.