Fast Forward

In the era of rapidly changing technology, increased globalization opportunities and additional shareholder activity, today's executives are faced with the job of having to respond fast and efficiently to changes in the coporate climate. The top executives that help run companies around the world must be equipped to face these challenges and act quickly in order to stay a step ahead of the competition. They need the tools and the right strategic expertise that wiull either create a new business opportunity or save an existing one. Fast Forward: Implementing Rapid Strategic Change makes that happen. This book and its valuable accompanying guide provides a practical and proven framework for practitioners and students to learn and follow. They present the major keys to any successful strategic change are execution and delpoyment stating the fact that "its not what you do, its how you do it that results in deep, lasting change in organizations." This book outlines the agenda for strategic change by highlighting essential factors including a focused and realistic plan, a shared understanding among the group, the importance of speed with regard to implementation (especially within the first 100 days of the plan), and the ability to handle opposition. Complete with concise examples, this volume is paramount and will reveal the tools for proper development of the organization's strategic transition.

Elspeth Jane Murray is an Assistant Professor at the School of Business of Queen's University where she teaches and researches in the area of strategic management, with a special interest in the management of new ventures. She has extensive corporate exeprience with companies such as IBM and has also run her own business. She now consults with corporations on stratgic planning and new venture management. Peter R. Richardson is Professor of Strategic Management at the School of Business of Queen's University where he teaches in the school's Executive MBA and Undergraduate programs. He has over 50 articles published in journals such as the Sloan Management Review and the Journal of Strategic Management. He has authored a number of previous articles on performance measurement and is the author of Cost Containment:The Ultimate Strategic Advantage. He consults widely with corporations on strategic issues, focusing especially on strategy implementation and change.