In Dual Transformation, innovation and growth consultant Scott Anthony and his coauthors, Clark Gilbert and Mark Johnson, propose a practical and sustainable approach to one of the greatest challenges facing leaders today: transforming your business in the face of imminent disruption. Dual Transformation illustrates the inevitable rise and fall of companies in the age of technological change. But, more importantly, it shows you how your company can come out of a market shift stronger and more profitable. Anthony, Gilbert, and Johnson build upon the lessons of Xerox, Apple, Barnes & Noble, and a case study from Gilbert's first-hand experience transforming his own media and publishing company, to describe the process of successfully weathering the digital age by adapting a current business model to the new marketplace. The book offers critical insight to responding to disruptive shock with three value propositions: (A) repositioning today's business to maximize resilience, (B) creating a new growth engine, and (C) taking advantage of assets to result in creative new markets. With great change comes great opportunity, and this book will get you there with tools to reshape your business model.

Is strategy a coherent plan conceived at the top by a visionary leader, or is it formed by a series of individual commitments, not always reflecting what top management has in mind? If it is a series of commitments, how can they be managed? To answer these questions, Joseph L. Bower and Clark G. Gilbert present research that examines how strategy is actually made by company managers across several levels of an organization. The research penetrates the "black box" of strategy formulation and shows that a company's realized strategy emerges less from the formal statements of corporate strategy, but often out of the pattern of resource commitments that originate across every level of the firm.
Drawing on over thirty yeas of research on resource allocation, including studies from Harvard Business School, Stanford, London Business School, and INSEAD, the book's five sections detail the structural characteristics of the resource allocation process, how the process can lead to breakdowns in strategic outcomes, and where top management can intervene to shape desired results. And while the organizing authors connect over three decades of research on resource allocation, they have also included assessments of this work by thought leaders in the fields of economics, competitive strategy, organizational behavior, and strategic management.
The processes described represent the complex reality of strategy formulation in large organizations, but the ideas are presented in a way that enables the reader to access and understand the implications of these complexities. The findings should inform the research of economists, strategists, and behavioural scientists. Thoughtful executives and thosewho consult with them will also find the book provocative and instructive.

Joseph L. Bower and Clark G. Gilbert have collected together some of the leading experts on strategy to examine how strategy is actually made by company managers across the several levels of an organization. Is strategy a coherent plan conceived at the top by a visionary leader, or is it
formed by a series of smaller decisions, not always reflecting what top management has in mind? Often it is by examining how options for using resources are developed and selected, that we can see how a company's competitive position gets shaped. On the bases of this understanding, we can see
better how these processes can be managed. The book's five sections examine how the resource allocation process works, how the way it works can lead a company into serious problems, how top management can intervene to fix these problems and where the most recent thinking on these problems is headed.
A fifth section contains assessments of this work by through leaders I the fields of economics, competitive strategy, organizational behavior, and strategic management. The implications for those who study firms are considerable. Activity that is normally thought about in terms of substantive
outcomes such as market share and revenue growth, or present value and internal rate of return, is seen to be inextricably related to organizational and administrative questions. The finding presented here should inform the research of economists, strategists and behavioral scientists. Thoughtful
executives and those who consult with them will also find the book provocative. The processes described are complex, but clear enough so that the way toward effective management is apparent. The models developed provide abasis for building the systems and organization necessary for today's
competitive world.