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The Growth Gamble: When Leaders Should Bet Big on New Businesses - and How They Can Avoid Expensive Failures (Anglais) Relié – 19 avril 2005

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Description du produit

Revue de presse

A timely and valuable contribution to our understanding of the challenges of birthing new businesses ... a wealth of deep insights, practical advice, and meritorious admonition. I have no doubt that this thoroughly researched and carefully argued book can help your company gamble more wisely on growth. (.)

Imagine gathering the world's leading management thinkers around a table to advise one company (a hypothetical McDonald's), then testing their advice against systematic research. The Growth Gamble provides just that kind of imaginary intellectual feast. This provocative book argues persuasively for seasoning grand growth goals with a dash of reality. New business development is really hard for established companies, and they should stop chasing rainbows of the next revolution. (.)

The challenge of building the core as well as developing growth engines is one of today's most fundamental managerial challenges. The Growth Gamble by Campbell and Park has a clear, pragmatic, and research anchored point of view on this challenge. Better yet they provide the reader with a sense of the vitality of research in this domain. This book belongs on both academics' as well as managers' desks. Academics will come away with greater insights on the growth challenge. Managers will come away with both greater insights as well as specific actions to resolve the contradictions of managing for both today as well as tomorrow. (.)

The Growth Gamble is a lucid examination of the most complex problem faced by most executives today - how to enter new businesses for the future without disrupting the profitable core of today. Managers will learn from the original examples and from Campbell and Park's provocative analysis of the need for growth. (.)

This book is very insightful and also very practical - it provides the practitioner with some real hands-on advice as to what to do differently. We found its contents really helped shape our thinking. (.)

Although I do not agree with all of Campbell and Park's views, this is an important topic addressed in a solid, fact based way, informed by history. Few books meet these tests. (.)

Campbell and Park challenge some well documented views about growth and new business development. Their challenges are not always successful, but they do encourage rigorous thinking about how companies should search and select new businesses. (.)

Campbell and Park address a critical issue - new growth for the firm. Supported by manifold examples from practice, which have been distilled into guidelines for firms that aspire to grow new businesses, The Growth Gamble argues for a more cautious view than others, including myself, of how much venturing a company really can accommodate. As a result they provide a valuable antidote to exhortations for growth that drive firms to be overly ambitious. (.)

Présentation de l'éditeur

More and more corporations are experiencing a 'growth gap' when the natural growth of their core businesses is not enough. Nearly every company tries to create new legs for its mature portfolio Yet as many as 99 per cent of companies fail to create successful new growth platforms. Based on extensive new research The Growth Gamble is a major new book on the toughest challenge in management - finding, getting into and growing new businesses. Its startling conclusions will help you to 'Stop Kissing Frogs!' and enter only the most promising and profitable sectors for you Company's strengths. Most importantly, the book will arm you with practical tools to help your company make the right decision based on a Traffic Lights Toolkit - a powerful screening and strategic thinking tool that helps managers identify real opportunities and learn to "only Go On Green." With some startling 'red light' conclusions, this exciting new book gives alternatives, equipping practitioners with the tools which help them to make the right decisions and identify good prospects without the trial and error.

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