failure(s)
deciding to abort, 195–196
diagnosing, 194–195
percentage of, 35
reasons for, 187–190
recognizing, 193–194
and stakeholder changes, 196–200
‘‘fallen angels,’’ 74–76
Family Christian Stores (FCS)
creative financing by, 67, 68
opportunity for transformation at, 72–73
revenue growth at, 138, 139
strategic governance at, 150
fast-cycle research, xvi–xvii
FCS, see Family Christian Stores
Feld, Charlie, on choosing management approach, 69
Fidelity Investments, 258
financial flexibility, 66–67, 133, 210–211
FleetBoston, 37
Fleming, John, on motivation of outsourcing company, 54
flexibility
of business model, 103–105
financial, 66–67, 133
in relationships, 21
strategic, 249–251, 257–259
through managing mind-sets, 254–256
fluid sourcing, 249–251, 257–259
Fontenla-Novoa, Manny, 109, 200–202, 205–206
on cosourcing relationship, 205–206
on leadership, 206
on priorities, 132
on reducing capacity, 116
on relationship with Accenture, 132
on Thomas Cook’s history, 200
on vision/spirit, 130
Fujitsu, 126
funding, third-party, 67–68
future view, 133, see also horizons