ABSTRACT
The "Built to Last" research work mapped out the dynamics that make the difference, challenging many of the myths that have grown up around business success. Specifically the following assumptions were questioned and identified as the "myths" of business success, myths which had until that point been the foundation for many change management enterprises. In 2001, two consultants from McKinsey published an attack on the concept of "Built to Last". "Creative destruction" was a systematic examination of the difficulties of corporate longevity. "Creative destruction" is the name of the new game: the willingness to keep tearing up the corporate rulebook. The dynamics for organisational longevity lie in constantly eliminating marginally performing business units, encouraging innovation from the periphery, and always looking for novel configurations. Organisations where the business strategy was genuinely one of Bet Big on the Future but which had failed to think through the implications for succession and resourcing.
