The Resilient Enterprise: Thriving amid Uncertainty

Medientyp: E-Book

Titel: The Resilient Enterprise : Thriving amid Uncertainty

Beteiligte: Reeves, Martin [Herausgeber:in]; Candelon, François [Herausgeber:in]; Barrett, Chris [Mitwirkende:r]; Bergman, Rachel [Mitwirkende:r]; Bham, Salman [Mitwirkende:r]; Charme di Carlo, Rodolphe [Mitwirkende:r]; Deimler, Michael S [Mitwirkende:r]; Desai, Sasi [Mitwirkende:r]; Haanæs, Knut [Mitwirkende:r]; Hansell, Gerry [Mitwirkende:r]; Harnoss, Johann D [Mitwirkende:r]; Heje, Ask Nørgaard [Mitwirkende:r]; Hollingsworth, James [Mitwirkende:r]; Ketels, Christian [Mitwirkende:r]; Lehtinen, Jussi [Mitwirkende:r]; Levin, Simon [Mitwirkende:r]; Lindgardt, Zhenya [Mitwirkende:r]; Püschel, Lisanne [Mitwirkende:r]; Reinaud, Axel [Mitwirkende:r]; Rhodes, David [Mitwirkende:r]; Scognamiglio, Filippo [Mitwirkende:r]; Stalk, George [Mitwirkende:r]; Varadarajan, Raj [Mitwirkende:r]; Whitaker, Kevin [Mitwirkende:r]; Wurlod, Jules [Mitwirkende:r]

Erschienen: Berlin; Boston: De Gruyter, [2021]
[Online-Ausgabe]

Umfang: 1 Online-Ressource (XIII, 119 Seiten)

Sprache: Englisch

DOI: 10.1515/9783110745511

ISBN: 9783110745511

Identifikator:

RVK-Notation: QP 340 : Allgemeines

Schlagwörter: Organizational resilience ; Strategic planning ; Organizational effectiveness ; BUSINESS & ECONOMICS / Leadership ; Crisis, Shocks, Ambidexterity, Reinventing Business ; Resilience

Art der Reproduktion: [Online-Ausgabe]

Entstehung:

Anmerkungen: In English
Mode of access: Internet via World Wide Web

Beschreibung: Frontmatter -- Acknowledgments -- About the BCG Henderson Institute -- Contents -- Introduction -- Part I: Building Resilience -- Chapter 1 Resilience vs. Efficiency: Calibrating the Trade-off -- Chapter 2 When Resilience is More Important than Efficiency -- Chapter 3 Advantage in Adversity -- Chapter 4 Die Another Day: What Leaders Can Do About the Shrinking Life Expectancy of Corporations -- Part II: Developing Ambidexterity -- Chapter 5 Tomorrow Never Dies: The Art of Staying on Top -- Chapter 6 How Vital Companies Think, Act, and Thrive -- Chapter 7 The 2% Company -- Chapter 8 Ambidexterity: The Art of Thriving in Complex Environments -- Part III: Reinventing Businesses -- Chapter 9 Business Model Innovation -- Chapter 10 Lessons from Mavericks: Staying Big by Acting Small -- Chapter 11 Leaping Before the Platform Burns: The Increasing Necessity of Preemptive Innovation -- Chapter 12 Postmerger Integration Rejuvenation -- Chapter 13 Walking the Tightrope: Successfully Integrating while Transforming -- List of Figures -- Index

The Covid-19 crisis caused massive disruptions to businesses around the world. Many were caught unprepared by the pandemic, putting some in danger of collapse. But not all were equally affected—some emerged from the crisis in a position of advantage. Research on corporate performance over decades shows that the dispersion between companies consistently increases in times of crisis. In other words, resilience to unexpected shocks has a disproportionate impact on long-term competitive advantage. Furthermore, ongoing trends are making it harder for businesses to sustain success over time. New offerings are being adopted, matched, and made obsolete faster, and competitive advantage is becoming less durable. In order to survive in the long run, businesses must reinvent themselves regularly—doing the same thing over and over will eventually lead to failure. Many business leaders are now expressing an intention to make their companies more resilient, but there is not yet a well-codified playbook for doing so. This book, drawing on research from the BCG Henderson Institute over many years, provides a set of perspectives on how to thrive under adverse conditions and how to reinvent businesses for the changing context. Overcoming both of these challenges is necessary for leaders to build long-lasting companies

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