Surviving Transformation: Lessons from GMs Surprising Turnaround

Hardcover | September 16, 2004

byVincent P. Barabba

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How did a major corporation manage to turn itself around while Wall Street and others continued to predict its slow death? The answer may surprise you, and it provides a model for corporate transformation for any company or government agency operating in a world of accelerating change. Thecompany is General Motors, and this book tells how it was able to change the way important decisions were made, leading to resurgence in business across its many product lines. At the beginning of the 1990s, GM was perceived by nearly everyone as falling behind its competitors at an alarming rate. By the beginning of the twenty-first century, though, the company had come storming back with successful new automobiles and new business concepts that captured new markets, while simultaneously holding on to many of its existing customers. What GM did is not just the story of a single automaker,but rather a compelling insight into an approach for any business organization that is faced with the need for a true transformation. As many companies have discovered, efforts at transformation too often fail. GM's successful transformation illustrates the importance of management's ability tochange its mindset and make the tough decisions that revitalize business with bold new products and business concepts. At the heart of successful transformation is the imagination, courage and leadership required to visualize the kind of company an organization wants to become and then work towardthat goal. With the destination set and understood by those who will need to implement the changes, decision-makers find it less difficult to overcome impediments to achieving their goal while finding creative ways of doing what may seem impossible. The lessons from GMs turnaround can help anybusiness organization change and keep pace with today's turbulent marketplace.

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From the Publisher

How did a major corporation manage to turn itself around while Wall Street and others continued to predict its slow death? The answer may surprise you, and it provides a model for corporate transformation for any company or government agency operating in a world of accelerating change. Thecompany is General Motors, and this book tells...

Format:HardcoverDimensions:280 pages, 6.3 × 9.29 × 0.98 inPublished:September 16, 2004Publisher:Oxford University PressLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0195171411

ISBN - 13:9780195171419

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Table of Contents

1. Setting the SceneI APPLYING THE RIGHT BUSINESS DESIGN2. Creating and Extended Customer Relationship Business3. Creating the Business You Want4. Transparency and a Dialogue with the Customer5. Finding the Right Mix of Business DesignsII LISTENING, LEARNING, AND LEADING6. Solving the Right Problem the Right Way7. Solving a Messy Problem: Changing the Way a Product Portfolio Is Developed8. Solving a Divergent-Views Problem: Developing the Right Pickup Truck Portfolio and Getting the Right Engine in the Camaro and Firebird9. Solving a Complex Problem: Averting Unintended Consequences10. Applying What You Have Learned: Restoring an Existing Brand and Establishing a New OneIII MARKETING AS A STATE OF MIND11. Understanding the System in Which the Enterprise System Operates12. Challenging Our Critical Assumptions13. Leveraging Knowledge Across the Enterprise14. Combining Imagination and Market Knowledge15. Creating the Right Business Design in the Face of Uncertainty16. Starting with Your Destination

Editorial Reviews

"This book is about transformation. It tackles transformation from a unique angle. It is not about restructuring and performance evaluation or training programs: it demonstrates that by changing selectively how we do business-by changing our interactions with customers, by changing the way weformulate problems internally, and by changing the ways we imagine a future-we can make a difference." --C.K. Prahalad, Foreword to Surviving Transformation