 |
Successful companies similarly fail because of their past successes, which engineer overconfidence and thus produce hubris as well as complacency.
|
218 |
 |
Companies cannot be good at everything, nor should they try to be.
|
232 |
 |
…analysis implies that companies should empower middle managers to design and implement innovation programs and processes, while encouraging top managers to adopt a hands-off approach.
|
227 |
 |
In a modern company, the knowledge crucial to success is dispersed across the employees and cannot all be concentrated at the the top management level.
|
262 |
