Always Change a Winning Team

Why reinvention and change are prerequisites for business success
Peter P. Robertson

Beware success: it breeds failure. That’s the controversial message of this fascinating and timely book.

Much management literature is preoccupied with finding excellent companies and dissecting what makes them successful. Yet all too often, these shining examples slump into decline a few years later. Paradoxically, it is when a business is at the peak of its success that it is most vulnerable to failure.

So what exactly is going wrong? Drawing on his expertise as an organizational consultant, Peter Robinson shows that managers in successful companies can easily become complacent, believing that their prosperity will continue unchallenged and unchecked. Worse still, success feeds vanity, making businesses inflexible and resistant to change. Competitors soon catch up and threaten their position.

o avoid the success trap, a company must be constantly ready to reinvent itself, even when it seems to be thriving. But regeneration calls for conscious choices and efforts on the part of all the people within the organization. The author explores the kind of leadership that enables and inspires people to change. He shows that values, integrity, and trust create the stability and sense of security that today’s companies need not just to win, but to keep on winning.

“Robertson addresses one of the most important issues facing organizations: how to create a permanent capacity to change. This book is packed with examples and case studies spanning the ancient past through to today’s corporations. It is both immensely readable and valuable in the insights it provides.”
Mike Jeans, former head of KPMG’s UK consulting practice and past president of the Institute of Management Consultancy and the Chartered Institute of Management Accountants

“This book has provided us with a fresh way of looking at our business and influenced how we think about the process of change. Its models have given us a framework for exploring the impact of change across our business and ensuring that we have the right people in place.”
Mark Wood, CEO, Prudential, London, UK

PETER P. ROBERTSON studied medicine, worked in biological research, and specialized in psychiatry before becoming an organizational consultant. In a thirty-year career, he has combined his work advising some of the world’s leading companies with extensive academic and practical research into successful leadership. He is co-founder of Human Insight, a London-based consultancy that helps top executives build companies capable of long-term sustainable growth.

0-9542829-9-X
£16.99 PB
Rights: English language
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