Company Big Turnaround

Author: Li Lei
Publisher:
Publish Date: 2004-09-01
Features: Harvard Business Review is the signature magazine of Harvard Business School, founded in 1922. As one of the authoritative journals in management theory and practice, Harvard Business Review has always been committed to discovering and disseminating cutting-edge theories, perspectives, and methods in the field of business management, helping managers continuously update their concepts, broaden their horizons, adapt to changes, and keep pace with the times. Harvard Business Review is widely regarded by readers as one of the "most authoritative, most thought-provoking, most valuable, and most unique" journals in the international management field. In the first chapter Decoding the Secrets of Change, Professors Bill and Nohria guide managers in identifying strategic choices to address change. Business transformation practices have shown that there are two models of change in reality. In the second chapter Turning Vision into Reality: The Power of Stimulating Progress Mechanisms, Professor Collins, renowned globally for writing Good to Great and Built to Last, tells managers how to achieve bold and ambitious goals. In the third chapter Changing the Way Change Happens, the world's leading management consultant Pascal, along with two co-authors, tells managers that to achieve successful change, they must act on changing the way change occurs in the company. In the fourth chapter Running for Growth: An Interview with CEO Greg Sam of PerkinElmer, Hollys Hambrick, the editor-in-chief of Harvard University Press, narrates in an interview format how Sam successfully drove PerkinElmer's transformation. In the fifth chapter The Hardships of Team Transformation, the most famous coach in the National Football League, Patels, shares his successful experiences in coaching football teams. In the sixth chapter Cutting Costs and Saving Lives, Professor Melnick from Duke University's pediatrics and anesthesia department tells the story of how Duke Children's Hospital turned around severe losses and declining service quality through his personal experience. In the seventh chapter Harley's U-Shaped Transformation of Leadership Style, former Chairman and CEO of Harley-Davidson, Tilkin, tells the story of how he transformed the company's leadership model from command-and-obedience to participatory. In the eighth chapter IBM's Awakening: How a Group of Rebels Changed the Blue Giant, Professor Hamel, who has been renowned in the management field since the 1990s, uses IBM as an example to illustrate an important model of corporate change.