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Enduring success: what top companies do differently

By: Contributor(s): Material type: TextTextPublication details: New York Palgrave Macmillan 2007 Description: x, 204 pISBN:
  • 9780230550643
Subject(s): DDC classification:
  • 658.4
Summary: Why are some companies able to achieve success, even under difficult circumstances, whereas others struggle and face problems? The results of this large-scale study of over 1,100 companies in 10 countries and interviews with some of the most successful leaders are clear. Success does not depend so much on market characteristics or industry attractiveness. The company's fate is largely self-determined, it depends on a handful of features of the firm itself that are completely in the top-management's sphere of influence. The book looks at the pillars of success of high-performing companies, and how they perform in areas such as innovativeness, market orientation, core competencies and leadership and entrepreneurship culture. Many examples from a wide variety of industries and interviews with top-managers, such us Peter Brabeck-Lethmathe, CEO, Nestle; Rene Obermann, CEO, Deutsche Telekom; and, Markus Langes-Swarovski, Swarovski, give insights into the secrets of success of top-performers.
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Item type Current library Item location Shelving location Call number Status Date due Barcode
Books Vikram Sarabhai Library Rack 36-B / Slot 1991 (2nd Floor, East Wing) General Stacks 658.4 B2E6 (Browse shelf(Opens below)) Available 164273

Why are some companies able to achieve success, even under difficult circumstances, whereas others struggle and face problems? The results of this large-scale study of over 1,100 companies in 10 countries and interviews with some of the most successful leaders are clear. Success does not depend so much on market characteristics or industry attractiveness. The company's fate is largely self-determined, it depends on a handful of features of the firm itself that are completely in the top-management's sphere of influence. The book looks at the pillars of success of high-performing companies, and how they perform in areas such as innovativeness, market orientation, core competencies and leadership and entrepreneurship culture. Many examples from a wide variety of industries and interviews with top-managers, such us Peter Brabeck-Lethmathe, CEO, Nestle; Rene Obermann, CEO, Deutsche Telekom; and, Markus Langes-Swarovski, Swarovski, give insights into the secrets of success of top-performers.

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