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The self-destructive habits of good companies: and how to break them

2007; Association of College and Research Libraries; Volume: 45; Issue: 01 Linguagem: Inglês

10.5860/choice.45-0367

1943-5975

Jagdish N. Sheth,

Regional Development and Management Studies

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 more For 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 toi¾–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”i¾–or, better yet, preventingi¾–every one of these self-destructive habits. The “cocoon” of denialFind it, admit it, assess it, and escape it The stigma of arroganceEscape this fault that “breeds in a dark, closed room” The virus of complacencySix warning signs and five solutions The curse of incumbencyStop your core competencies from blinding you to new opportunities The threat of myopiaWiden your view of your competitorsi¾–and the dangers they pose The obsession of volumeGet beyond “rising volumes and shrinking margins” The territorial impulseBreak down the silos, factions, fiefdoms, and ivory towersPreface xxi Forewordi¾ i¾ i¾ i¾ xxiiii¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ 1i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ Why Do Good Companies Go Bad?i¾ i¾ i¾ 1i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ 2i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ Denial: The Cocoon of Myth, Ritual, and Orthodoxyi¾ i¾ i¾ i¾ i¾ i¾ 19i¾ i¾ 3i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ Arrogance: Pride before the Falli¾ i¾ i¾ i¾ 45 4i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ Complacency: Success Breeds Failurei¾ i¾ i¾ i¾ 75i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ 5i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ Competency Dependence: The Curse of Incumbencyi¾ i¾ i¾ i¾ 105i¾ i¾ i¾ i¾ i¾ i¾ 6i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ Competitive Myopia: A Nearsighted View of Competitioni¾ i¾ i¾ i¾ 133 7i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ Volume Obsession: Rising Costs and Falling Marginsi¾ i¾ i¾ i¾ 165i¾ i¾ i¾ i¾ 8i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ The Territorial Impulse: Culture Conflicts and Turf Warsi¾ i¾ i¾ i¾ 199i¾ i¾ i¾ 9i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ The Best Cure is No Cure at Alli¾ i¾ i¾ i¾ 231i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ 10i¾ i¾ i¾ i¾ i¾ i¾ i¾ Endnotesi¾ i¾ i¾ i¾ 249i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ i¾ Indexi¾ i¾ i¾ i¾ 263