Managing Radical Organisational Transformation

David Francis, John Bessant, Michael Hobday

Research output: Contribution to journalArticle

Abstract

For various reasons organisations can enter a condition that presents them with a “transformational imperative”. This happens when “old” ways of doing business cease to deliver sustainable competitive advantage and usual ways of “putting things right” fail to restore business viability. In this article, we review ten companies that experienced at least one episode of a successful transformation. From cross-case analysis we identify five competencies that appear to be common to successful transformations. We outline how organisations faced with a transformational imperative can build (often temporary) extraordinary management capabilities that facilitate multiple radical re-shaping activities and enable them to undertake radical organisational transformation.
Original languageEnglish
Pages (from-to)18-31
Number of pages14
JournalManagement Decision
Volume41
Issue number1
Publication statusPublished - 2003

Keywords

  • Competences
  • Innovation
  • Leadership
  • Organizational change

Fingerprint Dive into the research topics of 'Managing Radical Organisational Transformation'. Together they form a unique fingerprint.

  • Cite this

    Francis, D., Bessant, J., & Hobday, M. (2003). Managing Radical Organisational Transformation. Management Decision, 41(1), 18-31.