At the core of a company's ability to learn, improve, and compete is the process by which it resolves dilemmas that appear and reappear in constantly changing forms, e.g. whether to pursue economies of scale or flexibility; whether to target broad or niche markets. In this book, Charles Hampden-Turner describes how managers at Shell International Petroleum Company, Apple Computer, Hanover Insurance, and six other major corporations resolve these recurring dilemmas by employing his renowned mapping scheme. By delineating on a chart, or a series of charts, a manager's inchoate, often metaphorical, forms of cognitive expression, Hampden-Turner shows how solutions, previously unrealized in the recesses of the manager's mind, become readily apparent.
Business-Money, Management-Leadership, Strategy-Competition,