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Breakout Strategy: Meeting the Challenge of Double-Digit Growth Hardcover – November 14, 2006

5.0 out of 5 stars 1 customer review

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Editorial Reviews

From the Back Cover

BREAKOUT: A forceful emergence from a restrictive form or position.

STRATEGY: The means by which leaders create and take control of the future.

Google. Starbucks. IKEA. jetBlue. Netflix. Samsung. You know their names because they have been some of the biggest breakout companies in the past decade. Armed with five years of research and field-testing, Breakout Strategy shows you the path to that tipping point-where strategy, execution, and sheer demand meet to form explosive and unstoppable business growth.

Breakout Strategy is bursting with fresh ideas. It reveals how strategy-well conceived and implemented-is the spearhead for value creation and sustained high growth.”-Paul Bateman, CEO, JPMorgan Asset Management

Breakout Strategy is a wide-ranging and global perspective on the paths which managers can take to achieve double-digit growth which is strongly rooted in a creative use of recent business history.”-Geoffrey Jones, Isidor Straus Professor of Business History, Harvard Business School

“At a time when many established companies seem trapped in low growth, Finkelstein, Harvey, and Lawton offer managers a practical handbook for breaking out of conventional boundaries.”-Richard Whittington, Professor of Strategic Management, Said Business School, Oxford University

“With over 100 current and relevant examples of young and old, heavy and light organizations, the authors have managed to deliver and reinforce the most important messages for business leaders regarding strategy. Breakout Strategy is a refreshing and energizing read.”-Conor McCarthy, Director and Cofounder, AirAsia

About the Author

Sydney Finkelstein is the author of Why Smart Executives Fail, and professor of strategy and leadership at Dartmouth’s Tuck School of Business. Finkelstein holds a Masters degree from the London School of Economics, and a PhD from Columbia University. He has worked with major global companies including Boeing, Deutsche Bank, and GE.

Charles Harvey is professor of business history and management, and dean of Strathclyde Business School, University of Strathclyde, Scotland. Harvey holds a BSc and PhD from the University of Bristol. He has worked with companies such as JP Morgan, Bombardier Transportation, and J Sainsbury.

Thomas Lawton is associate professor of strategic management at Tanaka Business School, Imperial College London. Lawton holds degrees from University College Cork and the London School of Economics and a PhD from the European University Institute, Florence. He has worked with IATA, IBM, and JP Morgan, among others.

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Product Details

  • Hardcover: 352 pages
  • Publisher: McGraw-Hill Education; 1 edition (November 14, 2006)
  • Language: English
  • ISBN-10: 0071452311
  • ISBN-13: 978-0071452311
  • Product Dimensions: 6.1 x 1.2 x 8.9 inches
  • Shipping Weight: 1.5 pounds (View shipping rates and policies)
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (1 customer review)
  • Amazon Best Sellers Rank: #2,466,462 in Books (See Top 100 in Books)

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Top Customer Reviews

By Robert E. Tevis on January 12, 2007
Format: Hardcover
"Breakout Strategy" is a sophisticated handbook on business strategy that provides a clear framework for what has worked in the past and why it has. Success depends upon your ability to "break out" out of the status quo, take action, and stand apart from others.

Through rich examples culled from a deep understanding of business history, Finkelstein, Harvey, and Lawton take you through both the winners and the losers and identify why they won or lost. These examples form clear archetypes which, when placed in an easy-to-understand framework, turn the book into a useful business tool. You can just mirror the patterns set by those successful who have gone before and broken away in their fields.--to take your business to the next level.

Few stones are left unturned when it comes to a frank look at business. For me, the most interesting section was "Breakout Leadership" where the authors suggest leaders face up to "negative capabilities." They describe leaders who try to put such a good face on everything that they end up stifling debate, change, and eventually growth and survival. I have personally seen examples of unbridled optimism among an executive team that truly created the "culture of silence" the authors describe--with the inevitable negative consequences for the business. As they say, "There is a fine line between appropriate confidence and over-the-top arrogance, and the best breakout leaders understand that they can't cross that line."

This is an eloquently written book for the erudite business person--a useful handbook which you can refer to again and again to practice and perfect your business strategy. Breakout out of what you are doing right now and get this book!
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