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The received wisdom is to try harder, to be more innovative, to take more risk - and almost every company tries. There are only a tiny percentage of management teams who settle for sticking to their core businesses and declining gracefully as the business matures. But the received wisdom is wrong. At least 90% of attempts fail. Even companies that succeed often do so at the expense of long term shareholder value. This book gives managers an alternative. Instead of investing heavily in searching for and experimenting with new growth areas, in developing an innovative culture or in building processes for nurturing new ventures, Campbell advises managers how to be far more selective and to invest in a new business only when the opportunity has a high enough probability of success. A nuts-and-bolts antidote to the received wisdom of !°innovation!± and a decade of wasted acquisitions and !°corporate venturing. !± The Growth Gamble explains why most companies!¯ strategies for innovation and growth failed despite the fact that their core business had good prospects.
作者簡介
Andrew Campbell is a Director of Ashridge Strategic Management Centre and an active consultant for major corporate clients. He is also a Visiting Professor at City University and previously a Fellow in the Centre for Business Strategy at the London Business School. Before that he was a consultant for six years with McKinsey & Co, working on strategy and organization problems in London and Los Angeles. Andrew Campbell holds an MBA from the Harvard Business School where he was a Harkness Fellow and a Baker Scholar.He has published numerous articles, including six with the Harvard Business Review, and his previous books include Designing Effective Organisations; Synergy; Core Competency-Based Strategy; Breakup! ; Corporate-Level Strategy; and Strategic Synergy. Visit his website at http://www.ashridge.com/andrewcampbellRobert Park has 25 years experience in the UK banking sector, the last 12 with the NatWest Group as Head of Group Strategy. He is now an independent consultant and an Associate of the Ashridge Strategic Management Centre.
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