Abstract
Every decade has at least one: IBM in the 1980s, General Motors and Marks & Spencer in the 1990s, Dell, Nissan, Sony, BP, Toyota, and Nokia in the new millennium. The pattern is so familiar that it has come to seem inevitable. A company that is admired and respected as a paragon of its industry falters and runs into financial crisis. Hero becomes zero. Shareholders rebel, managers are sacked, and ultimately major change ensues. What is going on here? Why don’t organizations see what’s coming, or if they do, why don’t they react until the 11th hour? Why does it take a crisis to induce change?
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© 2013 Manuel Hensmans, Gerry Johnson & George Yip
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Hensmans, M., Johnson, G., Yip, G. (2013). The Challenge of Change. In: Strategic Transformation. Palgrave Macmillan, London. https://doi.org/10.1057/9781137268464_1
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DOI: https://doi.org/10.1057/9781137268464_1
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-44345-1
Online ISBN: 978-1-137-26846-4
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