iUniverse 2010 Hardcover Good Pages can have notes/highlighting. Spine may show signs of wear. ~ ThriftBooks: Read More, Spend Less.

ISBN10: 1440192588, ISBN13: 9781440192586, [publisher: iUniverse] Hardcover Pages can have notes/highlighting. Spine may show signs of wear. ~ ThriftBooks: Read More, Spend Less 1.75
[Dallas, TX, U.S.A.] [Publication Year: 2010]

ISBN10: 1440192588, ISBN13: 9781440192586, [publisher: iUniverse] Hardcover Item in good condition. Textbooks may not include supplemental items i.e. CDs, access codes etc.
[Montgomery, IL, U.S.A.] [Publication Year: 2010]

ISBN10: 1440192588, ISBN13: 9781440192586, [publisher: iUniverse] Hardcover New Copy. Customer Service Guaranteed
[Denver, CO, U.S.A.] [Publication Year: 2010]

ISBN10: 1440192588, ISBN13: 9781440192586, [publisher: iUniverse] Hardcover
[Dallas, TX, U.S.A.] [Publication Year: 2010]

Hard Cover. New. New Book; Fast Shipping from UK; Not signed; Not First Edition; The The Limits of Strategy: Lessons in Leadership from the Computer Industry. ISBN 1440192588 9781440192586 [GB]

ISBN10: 1440192588, ISBN13: 9781440192586, [publisher: iUniverse] Hardcover
[Miami, FL, U.S.A.] [Publication Year: 2010]

iUniverse 4/22/2010 12: 00: 00 AM Hardcover PLEASE NOTE, WE DO NOT SHIP TO DENMARK. New Book. Shipped from UK in 4 to 14 days. Established seller since 2000. Please note we cannot offer an expedited shipping service from the UK.

iUniverse, Date: 2010-04-22. Hardcover. Used:Good. 2010. iUniverse ISBN 1440192588 9781440192586 [US]

ISBN10: 1440192588, ISBN13: 9781440192586, [publisher: Iuniverse] Hardcover nach der Bestellung gedruckt Neuware - Printed after ordering - 1992 was a killing year for the four computer companies most important to business buyers over the decade. All four had been dominant suppliers of minicomputers for the past fifteen or twenty years. But on July 16, the CEOs of both Digital Equipment and Hewlett Packard were pushed into retirement. On August 8, Wang Laboratories declared bankruptcy. In December, IBM halved its dividend for the first time ever, forcing the resignation of its CEO a month later. How did this happen All four CEOs were clever and experienced. Two were founders of their companies; the other two highly successful career executives in their respective companies. All four were simply overwhelmed. And while there was no single explanation for what happened, there were definite common themes. They recur again and again in the many stories of this book. Are the deadliest changes unavoidable because strategy is too easily thwarted by cluster bombs like technological velocity, cultural inertia, obsolete business models, executive conflict, and investor expectations The year 1992 is the fulcrum of this book, but the underlying theme is company transitions in the face of massive changes in markets, technologies, or business models - or, in other words, the limits of strategy.
[Einbeck, Germany] [Publication Year: ...
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