 |
A Badass Business Analyst must be strategic to be successful.
|
025 |
 |
If companies… once the unquestioned champions in their fields, can plummet from great to irrelevant, then we should be wary about our own success.
|
008 |
 |
Great companies can become insulated by success; accumulated momentum can carry and enterprise forward, for a while, even if its leaders make poor decisions or lose discipline.
|
020 |
 |
Although complacency and resistance to change remain dangers to any successful enterprise, overreaching better captures how the mighty fall.
|
021 |
 |
We learn more by examining why a great company fell into mediocrity (or worse) and comparing it to a company that sustained its success than we do by merely studying successful enterprise.
|
024 |
 |
When an organization grows beyond its ability to fill its key seats with the right people, it has set itself up for a fall.
|
028 |
 |
When institutions fail to distinguish between current practices and the enduring principles of their success, and mistakenly fossilize around their practices, they’ve set themselves up for decline.
|
036 |
 |
Leaders who fail the process of succession set their enterprises on a path to decline.
|
060 |
 |
…above all, do not ever capitulate to the idea that an era of success must inevitably be followed by decline and demise brought on by forces outside your control.
|
120 |
 |
The signature of the truly great versus the merely successful is not the absence of difficulty, but the ability to come back from setbacks, even cataclysmic catastrophes, stronger than before.
|
120 |
