Great strategic shifts risk, but the ever-changing business environment, periodically forcing corporate leaders to change their business dramatically. Using examples from the telecommunication equipment, car, computer, and beverage industries, the authors examine why some companies have seen success in creating smart large steps, while others do not. Predictable conclusion: the company that initiated the successful operation of large steps, and in some cases increased, their identity in relation to its competitors. Even more surprising: successful companies sequential logic of training both internally and externally, and made great strides that have been "extra" over time. Additional game in three ways: It is based on a successful business model, it relies on periodic shifts in the balance between innovation, efficiency and customer intimacy, when the business model is not working, and it promotes the development of abilities of the sequence, when the balance shifts. "Hide
by Paul Strebel, Anne-Valerie Ohlsson Source: MIT Sloan Management Review 7 pages. Publication Date: January 1, 2006. Prod. #: SMR198-PDF-ENG
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