Smart Big Moves: The Secrets of Successful Strategic Shifts

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No company, however successful, can coast happily along forever doing more of the same. In today’s fast-moving business world products can become obsolete almost as soon as they hit the shelves; tough competition can emerge from new regions of the world; and company structures and processes can become a block to progress rather than a platform to success. Businesses must be able to make the big strategic changes needed to keep up.

This is not an ordinary business book. It uses the fictionalised story of the ups and downs of a real company to show you how best to respond to the big challenges every company – be it a huge multinational or a small start-up – faces from time to time.

Using this unique format, the book shows you how to make smart big moves that will keep you ahead of the game and help you avoid risks and pitfalls. It explores both business decisions and the human issues involved in making strategic shifts. Smart Big Moves will help managers to make smarter decisions about the change programmes they embark on.

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Editorial Reviews

From the Publisher

"... provides guidance on how to get those big decisions right in the first place... It is a must-read for all managers thinking about the long-term future of their organisation" - Professional Manager, Jan 09 (readership 100,000)

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Product Details

  • ISBN-13: 9780273714262
  • Publisher: FT Press
  • Publication date: 2/11/2009
  • Series: Financial Times Series
  • Pages: 168
  • Product dimensions: 5.60 (w) x 8.78 (h) x 0.69 (d)

Meet the Author

Paul Strebel is the Sandoz Family Foundation Professor of Strategic Change Management at IMD, Lausanne. He has worked privately with top management teams on strategic change and as a keynote speaker and seminar leader for numerous multinationals, including most Nokia, Swisscom and Credit Suisse. He has published six books, as well as articles in top business journals. He received the 2004 Award for Research on Leadership from the Association of Executive Search Consultants for his article ‘The Case for Contingent Governance’

Anne-Valérie Ohlsson has been a Research Associate at IMD since 1999, working on business strategy, mergers & acquisitions and the challenges of managing people in a global organization. She also has substantial experience as a practitioner, having worked in marketing roles for Pfizer and the International Olympic Committee. Anne-Valérie is co-author, with Jacques Horovitz, of A Dream with a Deadline: Turning Strategy into Action (FTPH, 2007) and has also written for Sloan Management Review and the FT Handbook of Management.

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Table of Contents


Chapter 1: Finding a New Game

Chapter 2: Going for Growth

Chapter 3: Getting Back Into Shape

Chapter 4: Relaunching Growth

Chapter 5: Restoring Profitability

Chapter 6: Secrets of Smart Big Moves





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