Strategic transformation : changing while winning /
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| Author / Creator: | Hensmans, Manuel. |
|---|---|
| Imprint: | Houndmills, Basingstoke, Hampshire ; New York, NY : Palgrave Macmillan, 2013. ©2013 |
| Description: | xiv, 242 pages : illustrations ; 24 cm |
| Language: | English |
| Subject: | |
| Format: | Print Book |
| URL for this record: | http://pi.lib.uchicago.edu/1001/cat/bib/8966530 |
Table of Contents:
- Acknowledgements
- About the Authors
- Part I. What's the Problem?
- Chapter 1. The Challenge of Change
- The problem of strategic drift
- Managing change
- Management consequences and implications: received wisdom and some qualifications
- Managing strategy is about the future ... or is it?
- Build dynamic capabilities ... based on what?
- Organizational learning and the "learning organization"
- It's down to good leadership
- The value of alignment ... or of difference
- Organizational ambidexterity
- Complexity theory
- Our study
- What we found
- Structure of the book
- Chapter 2. The Study
- Stage I. Identifying long-term performers
- The frontier approach to measuring performance
- Examining performance over multiple years
- Stage 2. Diagnosing strategic transformation
- How we identified strategic transformation
- The pairs selected
- Stage 3. Explaining strategic transformation
- Collecting the data
- Analyzing the data
- Confirmatory analysis of transcripts
- Summary
- Methodology appendix
- Frontier analysis methodology
- Transcript analysis
- Part II. What We Found
- Chapter 3. The Three Successful Strategic Transformers: The Beginnings
- Dominant logics
- Room for alternative developments
- Cadbury and Schweppes: the route to an unlikely merger (WorWWarll-1968)
- Tesco: first cracks in Cohen's governorship (World War II - 1963)
- Smith & Nephew: much ado about the R&D boffins? (World War II - 1962)
- Emergence of an a Hemative model
- Cadbury Schweppes: the emerging "long view" (1969-79)
- Tesco: difficult family relationships and the emergence of an 'alternative board"(1964-76)
- Smith & Nephew: "managing by argument" and R&D "against all opposition" (1963-79)
- Chapter 4. The Three Successful Strategic Transformers: Developments
- Tesco: "Getting food right" and the challenge of reaching the top league
- Cadbury Schweppes: "value for money" and the challenge of international focus
- Smith & Nephew: shifting sands - who's really in control?
- Changes all around...
- Chapter 5. The Three Successful Transformers: Breakthroughs
- Cadbury Schweppes: an "uncomfortable animal" comes of age in "the land of giants" (1993-2007)
- Tesco: a European retail giant comes of age (1992-2007)
- Smith & Nephew: a high-technology, high-margin company comes of age (1995-2003)
- Chapter 6. The Three Comparators
- J Sainsbury
- Dominant logic
- No cracks in Sainsbury's armour (1915-66)
- Perfecting the control model or devolving initiative?
- Basking in glory, mortgaging the future
- Untimely awakening sudden pressure to transform radically
- Unilever
- Dominant logic
- Transition between old and new work) order
- A mutinous "fleet of ships" in need of a captain
- A "slow-motion coup," the Unilever way
- Catching up with mounting external pressure
- SSL International
- The child of its parents
- Sell more, not sell better
- Adherence to tradition - almost despite everything
- Management changes wholesale, not incremental
- Disagreements destroy rather than transform
- Part III. What We Learned
- Chapter 7. Four Traditions of Transformation
- A model of successful strategic transformation
- Tradition of continuity
- Tradition of anticipation
- Tradition of contestation
- Tradition of mobility
- How the traditions enabled strategic change
- A summary view of the traditions
- The legacy of the traditions
- Chapter 8. Playing the Long Game: Implications for Managers
- A mindset for the long game
- Value of history
- Values for generations
- Value diversity
- Priorities for the long game
- Accept and foster alternative management coalitions
- Accept and foster constructive tension and contestation
- Building for the long game
- 1. Build on history
- 2. Select and develop a different next generation
- 3. Accept and encourage constructive mobility
- 4. Ensure that decision-making allows for dissent
- 5. Create enabling structures
- 6. Get behind decisions when they are made
- 7. Develop an overarching rationale
- 8. Beware size and dominance
- 9. What managers need to avoid
- 10. Recognize that you are working with time
- Conclusion
- Notes
- Bibliography
- Index
