hits counter Creative Destruction: Why Companies That Are Built to Last Underperform the Market--And How to Successfully Transform Them - Ebook PDF Online
Hot Best Seller

Creative Destruction: Why Companies That Are Built to Last Underperform the Market--And How to Successfully Transform Them

Availability: Ready to download

Turning conventional wisdom on its head, a Senior Partner and an Innovation Specialist from McKinsey & Company debunk the myth that high-octane, built-to-last companies can continue to excel year after year and reveal the dynamic strategies of discontinuity and creative destruction these corporations must adopt in order to maintain excellence and remain competitive. In stri Turning conventional wisdom on its head, a Senior Partner and an Innovation Specialist from McKinsey & Company debunk the myth that high-octane, built-to-last companies can continue to excel year after year and reveal the dynamic strategies of discontinuity and creative destruction these corporations must adopt in order to maintain excellence and remain competitive. In striking contrast to such bibles of business literature as In Search of Excellence and Built to Last, Richard N. Foster and Sarah Kaplan draw on research they conducted at McKinsey & Company of more than one thousand corporations in fifteen industries over a thirty-six-year period. The industries they examined included old-economy industries such as pulp and paper and chemicals, and new-economy industries like semiconductors and software. Using this enormous fact base, Foster and Kaplan show that even the best-run and most widely admired companies included in their sample are unable to sustain their market-beating levels of performance for more than ten to fifteen years. Foster and Kaplan's long-term studies of corporate birth, survival, and death in America show that the corporate equivalent of El Dorado, the golden company that continually outperforms the market, has never existed. It is a myth. Corporations operate with management philosophies based on the assumption of continuity; as a result, in the long term, they cannot change or create value at the pace and scale of the markets. Their control processes, the very processes that enable them to survive over the long haul, deaden them to the vital and constant need for change. Proposing a radical new business paradigm, Foster and Kaplan argue that redesigning the corporation to change at the pace and scale of the capital markets rather than merely operate well will require more than simple adjustments. They explain how companies like Johnson and Johnson , Enron, Corning, and GE are overcoming cultural "lock-in" by transforming rather than incrementally improving their companies. They are doing this by creating new businesses, selling off or closing down businesses or divisions whose growth is slowing down, as well as abandoning outdated, ingrown structures and rules and adopting new decision-making processes, control systems, and mental models. Corporations, they argue, must learn to be as dynamic and responsive as the market itself if they are to sustain superior returns and thrive over the long term. In a book that is sure to shake the business world to its foundations, Creative Destruction, like Re-Engineering the Corporation before it, offers a new paradigm that will change the way we think about business.


Compare

Turning conventional wisdom on its head, a Senior Partner and an Innovation Specialist from McKinsey & Company debunk the myth that high-octane, built-to-last companies can continue to excel year after year and reveal the dynamic strategies of discontinuity and creative destruction these corporations must adopt in order to maintain excellence and remain competitive. In stri Turning conventional wisdom on its head, a Senior Partner and an Innovation Specialist from McKinsey & Company debunk the myth that high-octane, built-to-last companies can continue to excel year after year and reveal the dynamic strategies of discontinuity and creative destruction these corporations must adopt in order to maintain excellence and remain competitive. In striking contrast to such bibles of business literature as In Search of Excellence and Built to Last, Richard N. Foster and Sarah Kaplan draw on research they conducted at McKinsey & Company of more than one thousand corporations in fifteen industries over a thirty-six-year period. The industries they examined included old-economy industries such as pulp and paper and chemicals, and new-economy industries like semiconductors and software. Using this enormous fact base, Foster and Kaplan show that even the best-run and most widely admired companies included in their sample are unable to sustain their market-beating levels of performance for more than ten to fifteen years. Foster and Kaplan's long-term studies of corporate birth, survival, and death in America show that the corporate equivalent of El Dorado, the golden company that continually outperforms the market, has never existed. It is a myth. Corporations operate with management philosophies based on the assumption of continuity; as a result, in the long term, they cannot change or create value at the pace and scale of the markets. Their control processes, the very processes that enable them to survive over the long haul, deaden them to the vital and constant need for change. Proposing a radical new business paradigm, Foster and Kaplan argue that redesigning the corporation to change at the pace and scale of the capital markets rather than merely operate well will require more than simple adjustments. They explain how companies like Johnson and Johnson , Enron, Corning, and GE are overcoming cultural "lock-in" by transforming rather than incrementally improving their companies. They are doing this by creating new businesses, selling off or closing down businesses or divisions whose growth is slowing down, as well as abandoning outdated, ingrown structures and rules and adopting new decision-making processes, control systems, and mental models. Corporations, they argue, must learn to be as dynamic and responsive as the market itself if they are to sustain superior returns and thrive over the long term. In a book that is sure to shake the business world to its foundations, Creative Destruction, like Re-Engineering the Corporation before it, offers a new paradigm that will change the way we think about business.

30 review for Creative Destruction: Why Companies That Are Built to Last Underperform the Market--And How to Successfully Transform Them

  1. 4 out of 5

    Barry Bridges

    According to Foster and Kaplan it is no longer the objective of a corporation to effectively and efficiently manufacture a tangible product. The objective is to spin off, merge and acquire, and constantly reinvent and restructure for the objective of beating the market. In other works trade off consistency in the tangible for wild fluctuations in the intangible. As is typical of a business book written prior to the fall of 2001, MCI and Enron get praised. One has to wonder if these authors were According to Foster and Kaplan it is no longer the objective of a corporation to effectively and efficiently manufacture a tangible product. The objective is to spin off, merge and acquire, and constantly reinvent and restructure for the objective of beating the market. In other works trade off consistency in the tangible for wild fluctuations in the intangible. As is typical of a business book written prior to the fall of 2001, MCI and Enron get praised. One has to wonder if these authors were so smart in their analysis of the American/global corporation, how was it they missed the looming disasters?

  2. 5 out of 5

    Liudiddd

  3. 4 out of 5

    Daniel Gusev

  4. 5 out of 5

    Colin

  5. 5 out of 5

    Malu Sciamarelli

  6. 5 out of 5

    Michael Davis

  7. 5 out of 5

    Greg

  8. 5 out of 5

    Mark

  9. 5 out of 5

    Jan Liebaut

  10. 4 out of 5

    John Forman

  11. 5 out of 5

    Richard Blue

  12. 4 out of 5

    Christine Ph.D.

  13. 5 out of 5

    Derek

  14. 4 out of 5

    Jlmyra

  15. 4 out of 5

    Mariia Blaga

  16. 4 out of 5

    Svein-magnus

  17. 5 out of 5

    Brian Cuban

  18. 5 out of 5

    Imad Ahmed

  19. 4 out of 5

    Hugo

  20. 4 out of 5

    Badr

  21. 4 out of 5

    Keelan Yang

  22. 4 out of 5

    Beren Brown

  23. 4 out of 5

    小p

  24. 5 out of 5

    Govind

  25. 4 out of 5

    Matthew Literovich

  26. 4 out of 5

    Mark Chestnutwood

  27. 5 out of 5

    Karisa

  28. 4 out of 5

    Deniss Ojastu

  29. 5 out of 5

    Patrick Buttimer

  30. 5 out of 5

    Damian Borchok

Add a review

Your email address will not be published. Required fields are marked *

Loading...
We use cookies to give you the best online experience. By using our website you agree to our use of cookies in accordance with our cookie policy.