Transition

Author: Larry Bossidy
Publisher:
Publish Date: 2005-01-01
Features: New Work by the Author of the Bestseller Execution
The author of Execution has written a new book that brought attention to execution issues among entrepreneurs and managers. However, through visits to dozens of countries and discussions with thousands of managers, the author found that while managers often dedicate full attention and passionate enthusiasm, they execute the wrong strategies, move in the wrong direction, and do the wrong things—"generals often prepare for battles that are no longer being fought." This gap between execution and results stems from the fundamental question of how managers perceive the realities facing their businesses and what response strategies they adopt based on their judgments. Since the publication of Execution, the global business environment has undergone significant changes, and past practices and familiar management methods no longer work. The new business environment and era characteristics require companies to transform their business models and undergo fundamental transformations.
In Transforming, the author creatively proposes the "Business Model" analysis framework they developed. It is a realistic and reliable thinking framework used to comprehensively consider a company's realities and help managers organically connect financial goals (operating profit, cash flow, capital intensity, profit growth, return on investment), external realities (historical profitability in the industry, the overall business environment, customer base, root cause analysis), and internal activities (strategy, operations, people, organization). Through detailed case studies of companies like EMC, Cisco, Sun Microsystems, Home Depot, 3M, and Thomson, managers can clearly understand key issues such as the timing, principles, priorities, and how to think and operate during transformation.
Transforming and its proposed business model bring rationality to handling transformation issues. It guides when to change, when not to change, and what to change and what not to change.