Creative Destruction
Why Companies That Are Built to Last Underperform the Market--And How to Successfully Transform Them
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A Senior Partner and an Innovation Specialist from McKinsey & Company challenge the belief that enduring, high-performing companies can consistently excel. They argue that to remain competitive, these corporations must embrace dynamic strategies of discontinuity and creative destruction. Drawing on extensive research of over a thousand companies across various industries over thirty-six years, they reveal that even the most admired firms struggle to sustain market-beating performance beyond ten to fifteen years. Their studies indicate that the ideal of a consistently outperforming company is a myth. Traditional management philosophies, rooted in continuity, hinder corporations from adapting to rapid market changes. Foster and Kaplan propose a radical new paradigm, advocating for a redesign of corporations to match the pace of capital markets rather than merely function efficiently. They illustrate how companies like Johnson & Johnson, Enron, Corning, and GE are breaking free from cultural "lock-in" by transforming their operations, creating new businesses, divesting underperforming divisions, and adopting innovative decision-making processes. For corporations to achieve sustained superior returns, they must become as dynamic and responsive as the market itself. This groundbreaking perspective promises to reshape conventional business thinking.
Acquisto del libro
Creative Destruction, Richard N. Foster, Sarah Kaplan
- Lingua
- Pubblicato
- 2001
- product-detail.submit-box.info.binding
- (Copertina rigida)
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- Titolo
- Creative Destruction
- Sottotitolo
- Why Companies That Are Built to Last Underperform the Market--And How to Successfully Transform Them
- Lingua
- Inglese
- Autori
- Richard N. Foster, Sarah Kaplan
- Editore
- Broadway Business
- Pubblicato
- 2001
- Formato
- Copertina rigida
- Pagine
- 384
- ISBN10
- 0385501331
- ISBN13
- 9780385501330
- Serie
- Valutazione
- 3,8 su 5
- Descrizione
- A Senior Partner and an Innovation Specialist from McKinsey & Company challenge the belief that enduring, high-performing companies can consistently excel. They argue that to remain competitive, these corporations must embrace dynamic strategies of discontinuity and creative destruction. Drawing on extensive research of over a thousand companies across various industries over thirty-six years, they reveal that even the most admired firms struggle to sustain market-beating performance beyond ten to fifteen years. Their studies indicate that the ideal of a consistently outperforming company is a myth. Traditional management philosophies, rooted in continuity, hinder corporations from adapting to rapid market changes. Foster and Kaplan propose a radical new paradigm, advocating for a redesign of corporations to match the pace of capital markets rather than merely function efficiently. They illustrate how companies like Johnson & Johnson, Enron, Corning, and GE are breaking free from cultural "lock-in" by transforming their operations, creating new businesses, divesting underperforming divisions, and adopting innovative decision-making processes. For corporations to achieve sustained superior returns, they must become as dynamic and responsive as the market itself. This groundbreaking perspective promises to reshape conventional business thinking.