Why Even Great Companies Fail: Diagnose the Symptoms and Cure Them! Conquer-or prevent-the seven disastrous "addictions" that can destroy your company Overcome corporate denial, arrogance, complacency, "competency dependence," turf wars, and moreFor every executive, strategist, entrepreneur, and manager who wants to sustain successGM. Ford. AT&T. Sears. Firestone. Krispy Kreme. Digital. Kodak. Once, they were riding high, the exemplars of business excellence. Then, disaster. Is your company headed for the same fate? How do you know? How do you change course? Find out. Shine a light on the dark places in your business. Uncover your self-destructive habits before they destroy you. The blinders, culture confl icts, and corporate denial. The competitive myopia. The focus on volume, not profits. Root them out-all of them. Then, instill the good habits your business needs: the habits of sustainable profitability and market leadership. This book shows you how-in detail, from start to finish. Why do so many good companies engage in self-destructive behavior? This book identifies seven dangerous habits even well-run companies fall victim to-and helps you diagnose and break these habits before they destroy you. Through case studies from some of yesterday's most widely praised corporate icons, you'll learn how companies slip into "addiction" and slide off the rails...why some never turn around...and how others achieve powerful turnarounds, moving on to unprecedented levels of success. You'll learn how an obsession with volume leads inexorably to rising costs and falling margins...how companies fall victim to denial, myth, ritual, and orthodoxy... how they start wasting vital energy on culture confl ict and turf wars...how they blind themselves to emerging competition...how they become arrogant, complacent, and far too dependent on their traditional competences. Most important, you'll find specific, detailed techniques for "curing"-or, better yet, preventing-every one of these self-destructive habits.The "cocoon" of denialFind it, admit it, assess it, and escape itThe stigma of arroganceEscape this fault that "breeds in a dark, closed room"The virus of complacencySix warning signs and five solutionsThe curse of incumbencyStop your core competencies from blinding you to new opportunitiesThe threat of myopiaWiden your view of your competitors-and the dangers they poseThe obsession of volumeGet beyond "rising volumes and shrinking margins"The territorial impulseBreak down the silos, factions, fiefdoms, and ivory towersPreface xxiForeword xxiii 1 Why Do Good Companies Go Bad? 1 2 Denial: The Cocoon of Myth, Ritual, and Orthodoxy 19 3 Arrogance: Pride before the Fall 454 Complacency: Success Breeds Failure 75 5 Competency Dependence: The Curse of Incumbency 105 6 Competitive Myopia: A Nearsighted View of Competition 1337 Volume Obsession: Rising Costs and Falling Margins 165 8 The Territorial Impulse: Culture Conflicts and Turf Wars 199 9 The Best Cure is No Cure at All 231 10 Endnotes 249 Index 263
Les mer
Identifies 7 dangerous habits which various companies fall victim to - and helps you diagnose and break these habits before they destroy you. This book helps you learn how companies slip into "addiction" and slide off the rails, why some never turn around, and how others achieve powerful turnarounds, moving on to unprecedented levels of success.
Les mer
Preface xxiForeword xxiii 1 Why Do Good Companies Go Bad? 1 2 Denial: The Cocoon of Myth, Ritual, and Orthodoxy 19 3 Arrogance: Pride before the Fall 454 Complacency: Success Breeds Failure 75 5 Competency Dependence: The Curse of Incumbency 105 6 Competitive Myopia: A Nearsighted View of Competition 1337 Volume Obsession: Rising Costs and Falling Margins 165 8 The Territorial Impulse: Culture Conflicts and Turf Wars 199 9 The Best Cure is No Cure at All 231 10 Endnotes 249 Index 263
Les mer
"This book will help every manager who thinks they are doing just fine. Bad habits can creep up on a company until they sap its effectiveness and destroy its profitability. This is the right check list to make sure you are not crippling your own company." --Newt Gingrich, Former Speaker of the US House of Representatives
Les mer
Why do so many good companies go bad? In this book, the authors describe the companies that were once though of as great companies--A and P, Sears, Xerox, Kodak, GM, Corning, Atari, Wang--and how they ended up self-destructing. Readers of The Self-Destructive Habits of Good Companies...And How to Avoid Them can avoid the mistakes of these companies and have had a chance to go into turnaround, and perhaps go on to greater heights and greater profits. This book identifies seven dangerous habits even well-run companies fall victim to: denial, complacency, overdependence on traditional competencies (like Pearson over the last five years tied to the traditional book format), competitive myopia, an obsession with volume, rising culture conflict and turf wars, arrogance. It then will help the reader diagnose their own company. Most important, they'll find specific, detailed techniques for "curing" or better yet, preventing, every one of these self-destructive habits.
Les mer

Produktdetaljer

ISBN
9780131791138
Publisert
2007-05-03
Utgiver
Vendor
Financial Times Prentice Hall
Vekt
502 gr
Bredde
236 mm
Dybde
26 mm
Aldersnivå
06, P
Språk
Product language
Engelsk
Format
Product format
Innbundet
Antall sider
304

Forfatter

Biographical note

Dr. Jagdish N. Sheth is a world-recognized authority on global competition, strategic thinking, and customer relationship management. Dr. Sheth is Charles H. Kellstadt Chair of Marketing Strategy in the Goizueta Business School at Emory University. He has served as a distinguished faculty member at the University of Southern California, the University of Illinois, Columbia University, and the Massachusetts Institute of Technology. Dr. Sheth has published more than two dozen books and hundreds of research papers in different areas of marketing and business strategy; many are considered classics in their fields. His books include The Rule of Three: Surviving and Thriving in Competitive Markets and Tectonic Shift: The Geoeconomic Realignment of Globalizing Markets (both co-authored with Rajendra S. Sisodia). With Banwari Mittal, he co-authored ValueSpace: Winning the Battle for Market Leadership. He also co-authored Clients for Life with Andrew Sobel. His latest book, Firms of Endearment: How World-Class Companies Profit from Passion and Purpose (Wharton School Publishing), was co-authored with Rajendra Sisodia and David Wolfe.