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Runaway growth and sub-par performance are conditions managers often encounter in a new job or assignment. With little if any experience in the new arena, the manager must diagnose the situation, assess the leadership issues, and determine the challenges and opportunities to be addressed.

What makes these experiences especially difficult is that they require not only managing change but also being the subject of change. In these cases, leaders must be willing to change themselves if they are to lead the business transition successfully.

Managing Growth

Roy Gilbert, Director, User Operations & Policy, Google

The general manager of a fast-growing overseas division confronts the limits of a hands-on style.

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Also on Stanford Knowledgebase:

  1. Businesses in Transition: A New Environment (Pt. 2 of 3)
  2. Businesses in Transition: Stepping Up the Game (Pt. 1 of 3)
  3. Managing Supply Chain Key Link to Growth

One Response to “Businesses in Transition: Managing Growth (Pt. 3 of 3)”

  1. thanks for publishing this article.
    As a small business operator is immense value for me