Strategic Transformation

Strategic Transformation : Changing While Winning

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Very few companies are successful in undertaking strategic transformation while maintaining long term superior financial performance. This book, by leading strategy experts, draws upon extensive interviews with business leaders and insights from companies faced with this more

Product details

  • Hardback | 256 pages
  • 154 x 236 x 22mm | 539.77g
  • Palgrave MacMillan
  • Basingstoke, United Kingdom
  • English
  • 2013
  • biography
  • 113726845X
  • 9781137268457
  • 630,738

Review quote

""Strategic Transformation "is the chief executive's in-depth guide to how to sustain and refresh strategy over time." - The Financial Times'This is a really thoughtful book; it's rigorous and asks the right questions. It considers how you manage strategic transformation before a crisis forces change. I believe the authors have found the right answers, too, with their focus on culture in terms of continuity, anticipation and openness.'- Sir Terry Leahy, Chief Executive of Tesco PLC, 1997-2011 "This book provides fascinating insights into those companies and their management processes where strategic renewal and development are constants, and others where relative decline seems to be a necessary ingredient in driving change and recovery. As such, its emphasis on the importance of managers understanding the historical legacy of their firms is appropriate and significant." - Sir Dominic Cadbury, Group Chief Executive (1983-1993) and Chairman (1993-2000) of Cadbury Schweppes PLC and Chancellor of the University of Birmingham "This study delves deeply into how successful businesses evolve. It reaches the parts most surveys never even get near. Reading this study will be fascinating for anyone wanting to get inside a successful business and find out what makes it tick. Real insights here and very readable." - David Malpas, Chief Executive of Tesco PLC, 1983-1997 "This is a hugely impressive book, a rare combination of rigorous statistics, detailed historical analysis, conceptual clarity and practical insight. The authors' message: if you want to understand a company's long-term success, you need to get to grips with its history - how continuity and change are balanced, and how new and old points of view are reconciled." - Julian Birkinshaw, Professor of Strategy and Entrepreneurship, London Business School "Business historians have long marvelled at how the corporate giants of one generation can become the corporate losers of the next. These authors are to be congratulated for pulling off one of the most difficult tasks - actually learning lessons from the past - to understand how this can happen, and more importantly how managers can prevent it happening to them by making the right changes at the right time." - Geoffrey Jones, Isidor Straus Professor of Business History, Harvard Business Schoolshow more

About Gerry Johnson

MANUEL HENSMANS is Professor of Strategic Management at the Solvay Brussels School of Economics and Management, ULB, Belgium. He was previously a Research Fellow at the Advanced Institute of Management Research and a Marie Curie Fellow at Manchester School of Management. His research focuses on how firms can grow sustainably without experiencing major stakeholder crises and he has conducted projects at board of directors level with multiple organizations. His research has been published in international management journals such as LRP, Organization Studies, and MIT Sloan Management Review. He has acted as an executive lecturer at Rotterdam School of Management and an executive tutor at London Business School. GERRY JOHNSON is Emeritus Professor of Strategic Management at Lancaster University School of Management, UK, and a Senior Fellow of the Advanced Institute of Management Research. He is the co-author of Europe's best-selling strategic management text, Exploring Strategy (Prentice Hall, 9th edition, 2011) and author and co-author of several other books. His research interests are in the area of strategic management practice, in particular with the processes of strategy development and change in organizations. He has published in leading journals including Academy of Management Review, Academy of Management Journal, Journal of Management Studies, Strategic Management Journal, Organization Studies, British Journal of Management and Human Management Journal. As a consultant he is a partner of Strategy Explorers and works at a senior level with management teams on issues of strategy development and strategic change. GEORGE YIP is Professor of Management and Co-Director of the Centre on China Innovation at the China Europe International Business School (CEIBS) in Shanghai, China. He is also a Visiting Professor at Imperial College Business School in London. He is a Senior Fellow of the Advanced Institute of Management Research and a Fellow of the Academy of International Business. An earlier book, Total Global Strategy (Prentice Hall, 1992, 3rd edition 2012), was selected as one of the 30 best business books of the year and has been published in ten languages. He has published in all the top managerial journals, including California Management Review, Harvard Business Review, and MIT Sloan Management Review. His business experience includes Vice-President and Director of Research and Innovation at Capgemini Consulting, product and advertising management with Unilever companies, and senior manager of Price Waterhouse's strategic management consulting services in the eastern United States. His previous academic positions include being Dean of Rotterdam School of Management, Erasmus University, and Professor at UCLA, University of Cambridge, and London Business School. As a consultant, board director and speaker, he works with companies on issues of international strategy, strategic transformation, and more

Table of contents

PART I The Challenge of Change The Background PART II The Three Successful Transformers: Beginnings The Three Successful Transformers: Developments The Three Successful Transformers: Breakthroughs The Three Comparators PART III Four Traditions of Transformation Playing the Long Game: Implications for Managersshow more

Rating details

8 ratings
3.25 out of 5 stars
5 12% (1)
4 12% (1)
3 62% (5)
2 12% (1)
1 0% (0)
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