Read Managing Radical Change book reviews & author details and more at acclaimed management gurus Sumantra Ghoshal and Christopher A. Bartlett and . Citation: Ghoshal, Sumantra, Gita Piramal, and Christopher A. Bartlett. Managing Radical Change. Viking Press, . (Winner of Delhi Management. Lucidly written and brilliantly argued, Managing Radical Change is an acclaimed management gurus Sumantra Ghoshal and Christopher A. Bartlett and .
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Storming into the U.
BartlettRachel Gordon and John J. Bartlett and John J. Learning to Ride Abroad.
Managing radical change: What Indian companies must do to become World-class by Sumantra Ghoshal
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Technology and Operations Management. Print Find at Harvard. About the Author Christopher A. Lafkas This case describes the challenges facing the CEO of a small, Singapore-based industrial robotics company that decides to diversify away cjange its core industrial robot business by leveraging its expertise into the medical-devices industry.
It launches an innovative product a specialized surgical robot in an unfamiliar market segment spinal surgery and decides to enter the unfamiliar, distant U.
Managing radical change: What Indian companies must do to become World-class
RoboTech’s initial struggles with maintaining ghosha, supply and customer support are also complicated by regulatory pressures and shifting reimbursement rates. The case illustrates the strategic and organizational pressures that result from facing numerous unanticipated pressures in a company that lacks the resources, capabilities, and management experience to deal with them.
Market Brief Case Christopher A.
Cite View Details Purchase Related. Learning to Ride Abroad Christopher A.
Myers Yushan Bicycles, one of Taiwan’s leading bicycle manufacturers, is pursuing an international expansion strategy by increasing demand for its range of traditional and electric bicycles and shifting its product mix toward higher-margin models sold through specialty bicycle retail shops.
However, the manager of its new Australian subsidiary has taken a different approach that focuses on selling lower-priced models through large sporting-goods retailers.
The manager’s strategy has yielded disappointing financial results so far, and he and company executives disagree on the cause and next steps.
The Yushan case was specifically developed for international management and international business courses, but it can also be used in competitive strategy, corporate strategy, and general management programs. It is especially useful for analyzing situations in which issues of strategy, ghosal, and management converge.
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