Preface
In 2014, a year before the first edition of this book was published, a soft-spoken, bespectacled, forty-seven-year-old engineer took charge as CEO of one of the world’s most storied companies. What followed would make business case study history.1
The engineer’s mandate was transformation. The organization’s performance had followed a pattern that was becoming all too common across the business world: great success with a breakout product (or service), followed by years of complacency, rigidity, and political infighting that had destroyed the firm’s capacity for innovation, precisely at the time when the forces for disruption, wrung by the likes of Amazon, Apple, and Google, were unleashing their fiercest challenges.
The new CEO’s ...
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