Strategic agility : managing continuous change

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Bibliographic Information

Title
"Strategic agility : managing continuous change"
Statement of Responsibility
John R. Wells
Publisher
  • Harvard Business School Pub.
  • Ver. 1.0
Publication Year
  • c2005
Book size
4 3/4 in.
Format
computer file(optical disc)

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Notes

System requirements: Intel Pentium III (or equivalent) 650 MHz or higher clock rate; 128MB RAM; Graphics display adapter with a display resolution of 1024 x 768 and a 16-bit color depth; Creative Labs Sound Blaster (or compatible) sound card with speakers or headphones; 16X CD-ROM drive; Microsoft Windows 98/NT/2000/XP; Microsoft Windows Media Player 6.4 through 9.0; Microsoft Internet Explorer 5.0 through 6.0; Adobe Acrobat Reader 5.0

Title from disk label

"Product number 8274C"

Summary: Why do companies fail? Why don't companies that are failing make changes? Inertia prevents some companies from exploring new ways to solve problems, and resisting change can be fatal. Professor John R. Wells explains that organizations that want to excel in an ever-changing marketplace need to foster and maintain strategic agility. Using examples from such organizations as Atari, Kodak, and Dell, he explores the importance of having agile strategies, agile structures, and agile people in today's complex environment

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