Preface
This book is the end of a long journey – one that started in 1983, when Michael Goold joined London Business School (LBS) from the Boston Consulting Group. As a member of the LBS faculty, Michael started research work on decision making in hierarchies. In 1984, Andrew Campbell joined Michael from McKinsey. At the time, the Centre for Business Strategy was led by Professor John Stopford and contained such modern-day luminaries as Gary Hamel and Rob Grant. It was a stimulating place to work.
Michael was trying to understand “strategic management” in multi-business companies: how do strategically managed companies make decisions and how different are companies that are not strategically managed? The work resulted in a book, Strategies ...
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