In a world where investor capital knows no borders, fickle customers emigrate at will and competition increasingly immigrates from outside an organisation’s conventional value chain, successful business leaders must be able to build adaptive capabilities to turn initial beneficial change into lasting advantage and resilience.
The Case for Transformation
edited by Randall Rothenberg
Booz Allen Hamilton, 2004
Available - www.strategy-business.com
In a world where investor capital knows no borders, fickle customers emigrate at will and competition increasingly immigrates from outside an organisation’s conventional value chain, successful business leaders must be able to build adaptive capabilities to turn initial beneficial change into lasting advantage and resilience. So proposes The Case for Transformation, a two-volume set of books based on articles from Booz Allen Hamilton’s American strategy+business magazine.
The first volume, The Case for Transformation, presents a number of theories around why and how transformation in business is carried out. It looks at issues such as transformational leadership, innovation and operational transformation, through to customer focus, alignment and organisational design.
The second volume, Transformation Cases, continues where the first left off with case studies around issues such as transformational strategy, knowledge and innovation and operational excellence.
Make no mistake – the two-volume set of The Case for Transformation is heavy reading and takes a very strong US business slant, but gets into the nitty gritty of core transformational issues and where HR can realistically play a part.
