The art of making smart big moves

MIT Sloan Management Review

Volumn 47, Issue 2, 2006, Pages 79-83

  Strebel, Paul ^a   Ohlsson, Anne Valéie ^a  

^a IMD   (Switzerland)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 32644454379     PISSN: 15329194     EISSN: None     Source Type: Journal    
DOI: None     Document Type: Review

References (7)

1. For example, case studies on ABB (2003) by P. Strebel and N. Govinder; HSBC and Oticon (2005), by P. Strebel and B. Rogers; and Medtronic (2002) and Best Buy (2004) by B. Chakravarthy in "Leading for Growth: Managing Dilemmas" (forthcoming with P. Lorange), all published by IMD, Lausanne, Switzerland.
2. C. Zook, "Beyond the Core: Expand Your Market Without Abandoning Your Roots" (Boston: Harvard Business School Press, 2004), 256;
3. and J. Collins "Good to Great: Why Some Companies Make the Leap ... and Others Don't" (New York: HarperCollins, 2001), 320.
4. This exhibit originated in work about outpacing strategies done with X. Gilbert and work on breakpoints by P. Strebel. It was also influenced by work on new competitive strategies by A. Boynton and B. Victor. See X. Gilbert and P. Strebel, "Strategies to Outpace the Competition," Journal of Business Strategy 8 (summer 1988): 28-36;
5. P. Strebel, "Breakpoints: How Managers Exploit Radical Business Change" (Boston: Harvard Business School Press, 1992), chap. 1 and 11;
6. P. Strebel, "Trajectory Management: Leading a Business Over Time" (New York: Wiley, 2003), chap. 4;
7. and B. Victor and A. Boynton, "Invented Here: Maximizing Your Organization's Internal Growth and Profitability" (Boston: Harvard Business School Press, 1998), 255.