Breakout Strategy: Meeting the Challenge of Double-Digit Growth Hardcover – Import 1 Nov 2006
Product Description From the Back Cover BREAKOUT: A forceful emergence from a restrictive form or position. STRATEGY: The means by which leaders create and take control of the future. Google. Starbucks. IKEA. jetBlue. Netflix. Samsung. You know their names because they have been some of the biggest breakout companies in the past decade. Armed with five years of research and field-testing Breakout Strategy shows you the path to that tipping point-where strategy execution and sheer demand meet to form explosive and unstoppable business growth. “ Breakout Strategy is bursting with fresh ideas. It reveals how strategy-well conceived and implemented-is the spearhead for value creation and sustained high growth.”-Paul Bateman CEO JPMorgan Asset Management “ Breakout Strategy is a wide-ranging and global perspective on the paths which managers can take to achieve double-digit growth which is strongly rooted in a creative use of recent business history.”-Geoffrey Jones Isidor Straus Professor of Business History Harvard Business School “At a time when many established companies seem trapped in low growth Finkelstein Harvey and Lawton offer managers a practical handbook for breaking out of conventional boundaries.”-Richard Whittington Professor of Strategic Management Said Business School Oxford University “With over 100 current and relevant examples of young and old heavy and light organizations the authors have managed to deliver and reinforce the most important messages for business leaders regarding strategy. Breakout Strategy is a refreshing and energizing read.”-Conor McCarthy Director and Cofounder AirAsia About the Author Sydney Finkelstein is the author of Why SmartExecutives Fail and professor of strategy and leadership at Dartmouth’s Tuck School of Business. Finkelstein holds a Masters degree from the London School of Economics and a PhD from Columbia University. He has worked with major global companies including Boeing Deutsche Bank and GE. Charles Harvey is professor of business history and management and dean of Strathclyde Business School University of Strathclyde Scotland. Harvey holds a BSc and PhD from the University of Bristol. He has worked with companies such as JP Morgan Bombardier Transportation and J Sainsbury. Thomas Lawton is associate professor of strategic management at Tanaka Business School Imperial College London. Lawton holds degrees from University College Cork and the London School of Economics and a PhD from the European University Institute Florence. He has worked with IATA IBM and JP Morgan among others.
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