The Bending Moment (PDF)

DAVID E. HAWKINS is Director of Project Operations for PSL. He has an extensive career in projects and procurement, particularly in the construction industry, working in many parts of the world. He has developed training programmes and has been a leading speaker in the field of exploiting relationship management through effective leadership and strategy development. He is also a regular contributor to professional magazines and journals and joint author, with Shan Rajagopal of, Sun Tzu and the Project Battleground published by Palgrave Macmillan in 2004.

'Organizational change is an on-going requirement in response to an increasingly turbulent business environment. Managing the dynamics of that change process is the focus of The Bending Moment which provides a new angle on this pressing issue' - Professor Martin Christopher, Centre for Logistics and Supply Chain Management, School of Management, Cranfield University, UK

'David takes a very broad view of business strategy. He will particularly appeal to company executives and students of business administration. I don't think I have ever seen a book that covered all of the relevant areas as comprehensively as this one.' - Dr. Gunther Kruse, Scope Management (ex-Director, KPMG)

'David Hawkins has explained so well, how companies can leverage networks in their language. He describes how the shift to network- based thinking and culture is not only obvious, but necessary for survival. The Bending Moment is prerequisite reading for any organization planning a Twenty-first-century business strategy.' - Thomas Power, Chairman of Ecademy

'Excellent read! Anyone involved in a global business will appreciate the holistic analysis of the barriers to effective operation, and be stimulated by the author's suggestions on transformation through the management of the organizational 'forces'.' - Brain Flintoff, Vice President Technology, Metso Minerals Inc.

'In today's global market place, with ever increasing competition, it is all the more important that businesses strike the right balance between their strategic objectives and the coherence of their internal practices and processes to deliver such objectives. It is all too easy for different parts of an organization to be pulling in different directions. When an organization gets it right the 'whole' is invariably greater that the sum of the individual parts. What David Hawkins has endeavoured to do in The Bending Moment is identify these potential internal conflicts and how they can be