The Growth Gamble: When Leaders Should Bet Big On New Business And How They Can

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		The Growth Gamble: When Leaders Should Bet Big On New Business And How They Can
		The Growth Gamble: When Leaders Should Bet Big On New Business And How They Can

基本信息·出版社：Nicholas Brealey Publishing
·页码：321 页
·出版日期：2005年05月
·ISBN：1904838049
·International Standard Book Number：1904838049
·条形码：9781904838043
·EAN：9781904838043
·装帧：精装
·正文语种：英语

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The received wisdom is to try harder, to be more innovative, to take more risk - and almost every company tries. There are only a tiny percentage of management teams who settle for sticking to their core businesses and declining gracefully as the business matures. But the received wisdom is wrong. At least 90% of attempts fail. Even companies that succeed often do so at the expense of long term shareholder value. This book gives managers an alternative. Instead of investing heavily in searching for and experimenting with new growth areas, in developing an innovative culture or in building processes for nurturing new ventures, Campbell advises managers how to be far more selective and to invest in a new business only when the opportunity has a high enough probability of success. A nuts-and-bolts antidote to the received wisdom of "innovation" and a decade of wasted acquisitions and "corporate venturing." The Growth Gamble explains why most companies? strategies for innovation and growth failed despite the fact that their core business had good prospects.

From the Inside Flap

Many companies have a growth gap. Their existing businesses are not growing fast enough to meet their ambition. The solution is to add new legs to their portfolio of businesses. Yet as many as 99% of companies fail when they try to create new growth platforms. The Growth Gamble is management's guide to this tough challenge and helps managers find, get into and grow new businesses. Based on extensive research, the book contradicts the received wisdom and concludes that: - Corporate Venturing units do not generate new growth - Most companies have few new opportunities that warrant investment -Most companies spend too much on new businesses, not too little

Too many companies kiss a lot of frogs in search of a prince. The Growth Gamble shows you how to spot princes at a distance. Most important, this book arms managers with practical tools, including the New Business Traffic Lights Toolkit - a powerful screening and strategic thinking technique that helps managers identify the best opportunities. The Growth Gamble also contains The Confidence Check for assessing projects as they advance. Packed with advice on how to search for opportunities, what organization changes are needed to increase the success rate, on what to avoid - from the Icarus pitfall to the Helen of Troy trap - and on when not to invest, the book contains six rules for growing successfully into new businesses: - Continue to invest in the Core - Don't be seduced by sexy markets, but recognize rare games - Look for advantage, don't play the numbers game - Be humble about your skills - Search for people as much as potential - Be realistic about your ambitions

Managers who follow these rules are realists. They recognize the odds. They avoid foolish gambles. They are playing to win.
作者简介 Andrew Campbell is a Director of Ashridge Strategic Management Centre and an active consultant for major corporate clients. He is also a Visiting Professor at City University and previously a Fellow in the Centre for Business Strategy at the London Business School. Before that he was a consultant for six years with McKinsey & Co, working on strategy and organization problems in London and Los Angeles. Andrew Campbell holds an MBA from the Harvard Business School where he was a Harkness Fellow and a Baker Scholar. His books include Designing Effective Organisations (2002); Synergy (1998); Core Competency-Based Strategy (1997); Breakup! (1997); Corporate-Level Strategy (1994); and Strategic Synergy (1992).

Robert Park has 25 years experience in the UK banking sector, the last 12 with NatWest Group as Head of Group Strategy. He is now an independant consultant and an Associate of the Ashridge Strategic Management Centre. He also chairs two, not-for-profit organizations in South London.
媒体推荐 "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." From the Foreword by Gary Hamel, co-author of Competing for the Future; "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." Rosabeth Moss Kanter, Harvard Business School Professor and author of Confidence; "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." Michael Tushman Paul R. Lawrence, MBA Class Of 1942 Professor Of Business Administration, Harvard Business School; "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." Chris Zook, Partner Bain & Co, and author of Profit From the Core and Beyond the Core; "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." Stephen Ford, Head of Strategy Development, Boots Group PLC; "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." Richard Foster, author of Creative Destruction; "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." Robert A. Burgelman is the Edmund W. Littlefield Professor of Management at the Stanford University Graduate School of Business and author of Strategy is Destiny; "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." Professor Ian MacMillan, The Wharton School and author of Corporate Venturing and The Entrepreneurial Mindset
专业书评 From the Publisher

Foreword by Gary Hamel, co-author of Competing for the Future.
文摘 "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." From the Foreword by Gary Hamel, author of "Competing for the Future"

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