 |
…unlike the person who has devoted his entire life to the company and therefore has a history of deep involvement in the sequence of events that led to the present mess, the new managers come unencumbered by such emotional involvement…
|
092 |
 |
If existing management want to keep their jobs when the basics of the business are undergoing profound change, they must adopt an outsider’s intellectual objectivity.
|
093 |
 |
…strategic inflection points, painful as they are for all participants, provide an opportunity to break out of a plateau and catapult to a higher level of achievement.
|
095 |
 |
…things are not cut and dried, and even if they were, things change. Therefore, you have to pay eternal attention to developments that could become a ’10X’ factor in your business.
|
103 |
 |
…there are people who are quick to recognize impending change and cry out an early warning… they are usually in middle management.
|
108 |
 |
When you think about it, first versions of most things usually are [disappointing].
|
113 |
 |
…if your instincts suggest that a ’10X’ improvement could make [a] capability exciting or threatening, you may very well be looking at the beginning of what is going to be a strategic inflection point.
|
114 |
 |
The more complex the issues are, the more levels of management should be involved because people from different levels… bring completely differently points of views and expertise to the table…
|
114 |
 |
If you are in middle management, don’t be a wimp. Don’t sit on the sidelines waiting for the senior people to make a decision so that later on you can criticize the over a beer… Your time for participating is now.
|
115 |
 |
Lots of aspects of managing an organization through a strategic inflection point petrify the participants, senior management included.
|
116 |
