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This work tells the story of National Semiconductors transformation and serves as a field-tested map for leaders who need to achieve quantum change without exposing organizations to unacceptable risks. The author articulates a framework that has evolved since his early career in developing transformational leaders at Harvard's Business school. He has seen dramatic, successful change before, a key player on Jack Welch's team at General Electric, with Amelio at Rockwell, and then at National. These lessons of success are designed to help leaders avoid the costly lessons of trial and error and face today's challenges armed with insight and experience.