| Title: |
Get Off the Transformation Treadmill. |
| Authors: |
Rigby, Darrell (AUTHOR); First, Zach (AUTHOR) |
| Source: |
Harvard Business Review. Jan/Feb2026, Vol. 104 Issue 1, p46-55. 10p. 4 Color Photographs. |
| Subject Terms: |
*CHANGE management; *STRATEGIC planning; *ORGANIZATIONAL change; *BUSINESS planning; *LEADERSHIP; *ARTIFICIAL intelligence in business |
| Company/Entity: |
BOSTON Scientific Corp. 021717889 BSX |
| Abstract: |
Many organizations stumble into cycles of repeated transformations—bold restructurings meant to fix deep problems but instead sap morale, unsettle customers and investors, and consume leadership energy. True transformations are sometimes necessary to reposition companies facing major industry shifts. But when they become routine responses to poor performance, they leave the business weaker. Research and case studies show that the most successful leaders avoid chronic upheaval by continuously strengthening their business systems. These leaders sense emerging realities before crises force radical change and foster agility to keep problems small. They also ground every decision in creating net value for all stakeholders, resisting the temptation to shift costs from one group to another. Companies such as Boston Scientific illustrate how steady, integrated adjustments compound progress over time. [ABSTRACT FROM AUTHOR] |
| : |
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| Database: |
Business Source Premier |