Some Shibboleths of Transformation

Managers are told that they must transform their companies - and themselves. Radical change, risky and prone to failure though it may be, is their only hope. In a turbulent world, the pressures of competition and rapid technological change demand nothing less. Yet how fair is this advice useful or even relevant? Progress in some products and services occurs at a stately, if not glacial, pace. There are few markets of any size that double many times over. The key requirement for sensible strategic analysis is to analyze the nature of the product markets and their likely trends and so reach a better understanding of what strategic logic an organization needs.