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The Point Of Maximum Uncertainty
Organisations in all sectors face a wide range of challenges: they must digitise, decarbonise and increase social equity while somehow growing profits, becoming more diverse and more transparent. These 21st century challenges will be responded to by leaders arranged in a manner that would be familiar to a 1970s manager and likely also to her or his 1950s predecessors. If they fail, then the consequences for individual organisations and society at large could be catastrophic.
Evidence from generations of management researchers tell us that when presented with such strategic inflexions, the vast majority of leadership teams fail to achieve successful outcomes. The Point of Maximum Uncertainty combines new research into the makeup of executive teams and careful examination of corporate failures from Nokia and GE to Circuit City and Johnston Press to understand why these teams fail when they are needed most and how they could be restructured to improve their performance.
Evidence from generations of management researchers tell us that when presented with such strategic inflexions, the vast majority of leadership teams fail to achieve successful outcomes. The Point of Maximum Uncertainty combines new research into the makeup of executive teams and careful examination of corporate failures from Nokia and GE to Circuit City and Johnston Press to understand why these teams fail when they are needed most and how they could be restructured to improve their performance.
210 pages, Paperback
Published January 7, 2022
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