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Dual Transformation
How to Reposition Today's Business While Creating the Future
Genres:
Business strategy, Management: leadership & motivation, Organizational theory & behaviour, Management & management techniques, Business & management
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Synopsis
In Dual Transformation, innovation and growth consultant Scott Anthony and his coauthors, Clark Gilbert and Mark Johnson, propose a practical and sustainable approach to one of the greatest challenges facing leaders today: transforming your business in the face of imminent disruption. Dual Transformation illustrates the inevitable rise and fall of companies in the age of technological change. But, more importantly, it shows you how your company can come out of a market shift stronger and more profitable. Anthony, Gilbert, and Johnson build upon the lessons of Xerox, Apple, Barnes & Noble, and a case study from Gilbert's first-hand experience transforming his own media and publishing company, to describe the process of successfully weathering the digital age by adapting a current business model to the new marketplace. The book offers critical insight to responding to disruptive shock with three value propositions: (A) repositioning today's business to maximize resilience, (B) creating a new growth engine, and (C) taking advantage of assets to result in creative new markets.
With great change comes great opportunity, and this book will get you there with tools to reshape your business model. New & Used
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What Reviewers Are Saying
"A book you mustn't miss! [The authors] show how successful strategic transformations are founded on highly precise models and draw up a list of the leadership skills that are required in order to succeed in such transformations: courage, clarity, curiosity and conviction." -- BusinessDigest
Today's leaders speak to the challenges of Dual Transformation
Mark Bertolini, Chairman and CEO, Aetna--
"Your top leaders have to be aligned around the long-term vision and the assumptions about the future that underpin it. But you also have to change the nature of the dialogue with them, away from one about certainty and predictability, and toward one about assumptions, managing risks, and 'what you have to believe' for a certain course of action to be the best one. This is a significant shift for even the most successful leaders, and some might not be able to make it. You can't expect everyone to evolve at the same pace, but you have to see progress. For me this means being 'realistically expectant' and 'patiently tolerant of progress.'"
Mark Fields, President and CEO, Ford--
"Transformation is uncomfortable and exciting at the same time. It's like when we redesign an F-150 or the Mustang. You hold these two things in your head where you feel incredible pride and excitement because you're working on this icon, but gosh, you don't want to be the team that screws it up. It's the tension that comes from holding two conflicting thoughts in the mind at the same time."
Helen Eaton, CEO, Settlement Music School--
"Transformation is a roller coaster ride. You have moments of great highs and lows, moments where you are certain about what you are doing, and moments where you question deeply. It is never easy. If it were easy, everyone would be doing it."
Gerry Ablaza, President and CEO, Manila Water--
"I think we have--or at least we've started--to develop a mindset that we need to embrace change if we are to grow. We need to be a different business if we are to create shareholder value."
Michael Crow, President, Arizona State University--
"Communication is a big deal in changing any culture. Culture trumps strategy every day of the week. . . . We have been able to constantly give the message that we are here to measure ourselves against the success of our students. You have to constantly project those messages or you can't change the culture."
Today's leaders speak to the challenges of Dual Transformati
Mark Bertolini, Chairman and CEO, Aetna--
"Your top leaders have to be aligned around the long-term vision and the assumptions about the future that underpin it. But you also have to change the nature of the dialogue with them, away from one about certainty and predictabili
Mark Fields, President and CEO, Ford--
"Transformati
Helen Eaton, CEO, Settlement Music School--
"Transformati
Gerry Ablaza, President and CEO, Manila Water--
"I think we have--or at least we've started--to develop a mindset that we need to embrace change if we are to grow. We need to be a different business if we are to create shareholder value."
Michael Crow, President, Arizona State University--
"Communicatio