Item description for The Growth Gamble: When Leaders Should Bet Big On New Business And How They Can Avoid Expensive Failures by Andrew Campbell & Robert Park...
The received wisdom is to try harder, to be more innovative, to take more risk - and almost every company tries. There are only a tiny percentage of management teams who settle for sticking to their core businesses and declining gracefully as the business matures. But the received wisdom is wrong. At least 90% of attempts fail. Even companies that succeed often do so at the expense of long term shareholder value. This book gives managers an alternative. Instead of investing heavily in searching for and experimenting with new growth areas, in developing an innovative culture or in building processes for nurturing new ventures, Campbell advises managers how to be far more selective and to invest in a new business only when the opportunity has a high enough probability of success. A nuts-and-bolts antidote to the received wisdom of innovation and a decade of wasted acquisitions and corporate venturing. The Growth Gamble explains why most companies_ strategies for innovation and growth failed despite the fact that their core business had good prospects.
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Est. Packaging Dimensions: Length: 1.25" Width: 6.25" Height: 9.25" Weight: 1.4 lbs.
Release Date May 31, 2005
Publisher Nicholas Brealey Publishing
ISBN 1904838049 ISBN13 9781904838043
Availability 0 units.
More About Andrew Campbell & Robert Park
Andrew Campbell is a lecturer in Zoology at Queen Mary College
Reviews - What do customers think about The Growth Gamble: When Leaders Should Bet Big On New Business And How They Can Avoid Expensive Failures?
Highly Recommended! Sep 8, 2005
Some senior executives are so eager for growth that they gamble their company's riches on new business initiatives that will probably fail. Researchers estimate that the failure rate for company-spawned business initiatives is as high as 99%. Authors Andrew Campbell and Robert Park tell companies to be selective about which growth opportunities they pursue - even if that means standing pat and accepting low growth. Growth, they say, is simply not possible at all times for all companies. They provide valuable tools, including a "traffic light" evaluation filter and a "confidence check" mechanism, to help you choose and execute new business endeavors. Wall Street has almost no greater profanity than "low growth," but if you take seriously your fiduciary duty to spend shareholders' dollars wisely, we think you should read this book. In the aftermath of the dot-com crash and the subsequent corporate-governance scandals, the time has come for a sober, systematic approach to growth.