Summary of Strategic Transformation

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Professors Manuel Hensmans, Gerry Johnson and George Yip spent five years on this in-depth study of corporate strategic transformation. They chose three UK companies as models of successful transition and three others that succumbed to a degree of “corporate drift.” They identify three basic strategic concepts and four essential traditions embraced by companies that successfully changed. They emphasize the value of corporate history, measured conflict and alternate coalitions. As a company dodges an onrushing disaster, another crisis looms and then another, but the successful organization morphs and profits all the while. The authors discuss the tactical significance of company traditions, founding principles and fluidity in a chaotic world. getAbstract appreciates their solid, groundbreaking views, as will planners, change theorists and executives wise enough to know that a potentially crushing threat awaits just over the horizon.

In this summary, you will learn

  • Why established, long-profitable companies decline and die,
  • What the characteristics of a successful “strategic transformation” are,
  • How three UK companies made such transformations, and
  • How to apply the general principles of strategic transformation in your organization.
 

About the Authors

Manuel Hensmans teaches strategic management at Solvay Brussels School of Economics and Management, ULB. Gerry Johnson is emeritus professor of strategic management at Lancaster University School of Management. George Yip teaches management and is co-director of the Centre of China Innovation at the China Europe International Business School.

 

Summary

The Paradox of Change
The precise components of effective corporate transition can’t be pinned down with certainty. History offers many enterprises at the top of their game that stumbled and fell into crisis, victims of “strategic drift.” Others reinvent themselves, seemingly without missing...

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