Overview

In an age defined by volatility, complexity, and constant disruption, organisations face an imperative to adapt—or risk obsolescence. Yet despite the abundance of strategic models and change frameworks, many transformation efforts falter. The reason is not flawed strategy, but a persistent underestimation of the most critical enabler of change: human capital. Leading Strategic Transformation: The H-Factor challenges conventional approaches to change management, placing people—not processes—at the heart of successful transformation. Rooted in insights from strategic management, organisational behaviour, and complexity science, this incisive work introduces a dynamic, systems-based perspective on how organisations can thrive in uncertain, rapidly evolving environments. Rejecting linear planning and top-down control, the authors advocate for a shift toward complex adaptive systems thinking. Here, leadership is reimagined as the capacity to enable networks, foster agility, and mobilise human talent in service of long-term value creation. Combining theory with actionable insight, the book offers practical frameworks such as the Value Creation Pentad and the MELT model for human capital engagement and is essential reading for scholars and practitioners alike.

Full Product Details

Author:   Dana Minbaeva (King’s College London, UK)
Publisher:   Emerald Publishing Limited
Imprint:   Emerald Publishing Limited
Dimensions:   Width: 15.20cm , Height: 1.30cm , Length: 22.90cm
Weight:   0.319kg
ISBN:  

9781805923640

ISBN 10:   1805923641
Pages:   160
Publication Date:   06 October 2025
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Hardback
Publisher's Status:   Active
Availability:   In Print  
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Table of Contents

Introduction Part I. Strategic Transformation: Why Now? Chapter 1. Understanding Complexity Chapter 2. Embracing ‘both-and’ Logic Chapter 3. The H-factor Part II. Transformation Essentials: Inside Your Leadership Toolbox Chapter 4. How Do We Create and Deliver Value to Our Customers? Chapter 5. What Kind of Organizational Capabilities Are Required to Deliver That Value? Chapter 6. What Human Capital Strategy Should be in Place to Enable the Creation and Self-Renewal of Such Capabilities? Part III. Activating the Core: Culture, Leadership, and Learning Chapter 7. The Cultural Challenge: From Alignment to Activation Chapter 8. The Leadership Challenge: Navigating Complexity and Enabling Change Chapter 9. The Learning Challenge: Rewiring for Renewal Conclusion

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Author Information

Dana Minbaeva is a Professor of Strategic Human Capital at King's Business School, King’s College London, UK. She also holds a part-time appointment at Copenhagen Business School, Denmark, and serves as an affiliate faculty member at London Business School, UK.

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