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Harvard Business Review on Turnarounds Paperback – October 15, 2001


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Harvard Business School Press
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Product Details

  • Series: Harvard Business Review Paperback Series
  • Paperback: 208 pages
  • Publisher: Harvard Business Review Press; 1 edition (October 15, 2001)
  • Language: English
  • ISBN-10: 1578516366
  • ISBN-13: 978-1578516360
  • Product Dimensions: 5.5 x 0.6 x 8.3 inches
  • Shipping Weight: 7 ounces
  • Average Customer Review: 4.0 out of 5 stars  See all reviews (6 customer reviews)
  • Amazon Best Sellers Rank: #577,981 in Books (See Top 100 in Books)

Customer Reviews

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Most Helpful Customer Reviews

6 of 6 people found the following review helpful By marcos maciel on July 12, 2008
Format: Paperback
THis book give you some views about turnarounds. If you want to learn about turnarounds this is a book that can help. I suggest reading this and a more " hands on" to balance theory + pratical stuff.
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6 of 8 people found the following review helpful By Robert Morris HALL OF FAMETOP 100 REVIEWERVINE VOICE on October 25, 2005
Format: Paperback
This is one in a series of several dozen volumes which comprise the "Harvard Business Review Paperback Series." Each offers direct, convenient, and inexpensive access to the best thinking on the given subject in articles originally published by the Harvard Business School Review. I strongly recommend all of the volumes in the series. The individual titles are listed at this Web site: [...] The authors of various articles are among the world's most highly regarding experts on the given subject. Each volume has been carefully edited. Supplementary commentaries are also provided in most of the volumes, as is an "About the Contributors" section which usually includes suggestions of other sources which some readers may wish to explore. In this volume, the reader is provided with eight articles. Here are brief excerpts from the executive summaries with precede three of them:

Cracking the Code of Change (Michael Beer and Nitin Nohria): "In this article, [the authors] describe two archetypes -- or theories of corporate transformation that may help executives crack the code of change. Theory E is change based on economic value: shareholder value is the only legitimate measure of success, and change often involves heavy use of economic incentives, layoffs, downsizing, and restructuring. Theory O is change based on organizational capability: the goal is to build and strengthen corporate value." (May-June 2000)

Turning Goals into Results (Jim Collins): "In this article, [Collins] introduces the catalytic mechanism, a simple yet powerful managerial tool that helps translate lofty aspirations into concrete reality. Catalytic mechanisms are the crucial link between objectives and performance; they are a galvanizing, nonbureaucratic means to turn one into another...
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2 of 2 people found the following review helpful By Michael J. Woolley on January 11, 2007
Format: Paperback
Rather disappointing with what I considered largely facile commentary ~ yes entertaining but not illuminating
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Frequently Bought Together

Harvard Business Review on Turnarounds + The Six-Month Fix: Adventures in Rescuing Failing Companies + The Lean Turnaround:  How Business Leaders  Use Lean Principles to Create Value and Transform Their Company
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