Navigating Strategic Inflection Points

In this first of the 1997 Stockton Lectures, the speaker reflects on the turning points which can make or break even the strongest of businesses. How can managers distinguish a “Strategic Inflection Point” from the normal hurly–burly of corporate life? What generic series of actions are necessary to...

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Bibliographic Details
Published inBusiness strategy review Vol. 8; no. 3; pp. 11 - 18
Main Author Grove, Dr, Andrew S.
Format Journal Article
LanguageEnglish
Published Oxford, UK and Boston, USA Blackwell Publishers Ltd 01.09.1997
London Business School
Subjects
Competition
Computer industry
Computers
Discount department stores
Leadership
Packaged goods
Personal computers
Retail stores
Satellite communications
Strategic management
Towns
United Kingdom > UK
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Summary:In this first of the 1997 Stockton Lectures, the speaker reflects on the turning points which can make or break even the strongest of businesses. How can managers distinguish a “Strategic Inflection Point” from the normal hurly–burly of corporate life? What generic series of actions are necessary to convert the threats of change into opportunities? What are the implications for managers as individuals with their own careers and responsibility for the careers of those working under them? Throughout the article the generic issues are illustrated with examples ranging from small–town retailing to X–ray vision.
Bibliography:istex:073B5079055A6100E5361F3084F30C4A5CCC4AB9
ArticleID:BUSR033
ark:/67375/WNG-QFLCD1C4-R
ISSN:0955-6419
2057-1607
1467-8616
2057-1615
DOI:10.1111/1467-8616.00033