Sharpbenders: The Secrets of Unleashing Corporate Potential (Corporate strategy, organization, and change) ebook

by Peter Hugh Grinyer,David Mayes,Peter McKiernan

Peter Hugh Grinyer David Mayes Peter McKiernan Processes and Infrastructure English

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Sharpbenders: The secrets of unleashing corporate potential. Strategy past; strategy futures. Long range planning 30 (5), 790-798, 1997. PH Grinyer, D Mayes, P McKiernan. Long Range Planning 23 (1), 116-125, 1990. PH Grinyer, DG Mayes, P McKiernan. Basil Blackwell, 1988. P Grinyer, P McKiernan. Strategic Management Journal, 131-146, 1990.

4/063 19. Personal Name: Grinyer, Peter H. Publication, Distribution, et. Oxford, UK ; New York, NY, USA ix, 287 p. : ill. ;, 24 cm. Title: Corporate strategy, organization, and change. General Note: Includes index. Oxford, UK ; New York, NY, USA. B. Blackwell, (c)1988. Physical Description: ix, 287 p. Bibliography, etc. Note: Bibliography: p. 279-282. Personal Name: Mayes, David G. Personal Name

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Find nearly any book by Peter Hugh Grinyer. Get the best deal by comparing prices from over 100,000 booksellers. Suntzu on Management: The Art of War in Contemporary Business Strategy. by Foo Check Teck, Peter Hugh Grinyer. ISBN 9789810067991 (978-981-00-6799-1) Softcover, Rbhp Trade Group, 1996.

Peter Hugh Grinyer, business educator, management consultant. Member Scottish Legal Aid Board, Edinburgh, 1991-2000; member appeals tribunal panel Competition Commission, 2000-2003, Competition Appeals Tribunal, since 2003. Senior managerial trainee Unilever plc, London, 1957-1959. to Chief Executive Officer, manager production planning and stock control . Holloway Lt. Welwyn Garden City, England, 1959-1961. From assistant lecturer to senior lecturer Hendon College of Technology, London, 1961-1964. Lecturer The City University, 1964-1969, senior lecturer, 1969-1972, reader, 1972-1974, professor business strategy, 1974-1979.

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book by Peter McKiernan. You Might Also Enjoy. We're Going on a Bear Hunt. Peter H. Grinyer, David G. Mayes, Peter McKiernan. A number of writers, March, Simon, Weick, Orton, Pfeffer and Clegg, have dealt with change in loosely coupled systems

Sharpbenders: The Secrets of Unleashing Corporate Potential. Preface I A Need For Action II The Causes of Relative Decline III Triggers IV What The Sharpbenders Did V Characteristics of Sustained Improved Performance VI Unleashing Corporate Potential Vignette. More). A number of writers, March, Simon, Weick, Orton, Pfeffer and Clegg, have dealt with change in loosely coupled systems. But one associated aspect, the role of top management, has yet to be clarified.

The rformance model is extended to include managerial factors.

Danica Purg Sharpbenders, the secrets of unleashing corporate potential. Competitive strategy. New York: The Free Press.

Usually, the former derive from observation and anecdotal evidence and are written by consultants, reflective CEOs and journalists, and directed towards a target market of busy businessmen looking for the next quick fix. This is a volume industry where customers seem to have an insatiable appetite for the vast material offered in airport bookshops. Sharpbenders, the secrets of unleashing corporate potential.

Corporate Entrepreneurship, Strategic Management Journal, 11: Summer Special Issue, 5-15. Graeme, and Tom Riddell 1996 ‘The Wee Outfit that Decked IBM’: ‘Manufacturing’ Strategic Change and Leadership.

Grinyer, Peter . David Mayes, and Peter McKiernan 1990 The Sharpbenders: Achieving a Sus- tained Improvement in Performance, Long Range Planning, 23:1, 116-125.

"Sharpbenders" is a term coined by the authors to describe the process of rapid improvement in a company's performance in comparison with their competitors. This is a study of just this achievement in high technology industries and a wide range of other companies, from traditional textiles to publishing and whisky distilling! All companies have the potential to improve, the secret is to unleash that potential. The study includes well known names such as Glaxo, Fisons and Ferranti as well as smaller and newer companies who may be the household names of the future. It contains a careful analysis of company performance and interviews with top management. It asks why the companies had relatively weaker performance beforehand, what stimulated them into action, the strategies used in achieving the sharp improvement and the continuing good performance of the companies which fosters continuing dynamic change. The approach is practical allowing companies to learn from the proven experiences of the companies analyzed.