Why do so many good companies engage in self-destructive behavior? This book identifies seven dangerous habits even well-run companies fall victim toaand helps you diagnose and break these habits before they destroy you. Through case studies from some of yesterdayas most widely praised corporate icons, youall learn how companies slip into aaddictiona and slide off the rails...why some never turn around...and how others achieve powerful turnarounds, moving on to unprecedented levels of success. Youall 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, youall find specific, detailed techniques for acuringaaor, better yet, preventingaevery one of these self-destructive habits. The acocoona of denial Find it, admit it, assess it, and escape it The stigma of arrogance Escape this fault that abreeds in a dark, closed rooma The virus of complacency Six warning signs and five solutions The curse of incumbency Stop your core competencies from blinding you to new opportunities The threat of myopia Widen your view of your competitorsaand the dangers they pose The obsession of volume Get beyond arising volumes and shrinking marginsa The territorial impulse Break down the silos, factions, fiefdoms, and ivory towersWhy do so many good companies engage in self-destructive behavior? This book identifies seven dangerous habits even well-run companies fall victim toaand helps you diagnose and break these habits before they destroy you.
|Title||:||The Self-Destructive Habits of Good Companies|
|Author||:||Jagdish N. Sheth|
|Publisher||:||Pearson Education - 2007-04-26|