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Business people are not just managers; they are also human. They have emotions, and a lot of the emotions are tied up in the identity and well-being of their business.
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123 |
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The replacement of corporate heads if far more motivated by the need to bring in someone who is not invested in the past than to get somebody who is a better manager or a better leader in other ways.
|
127 |
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When the environment changes in such a way as to render the old skills and strengths less relevant, we almost instinctively cling to our past. We refuse to acknowledge changes around us…
|
127 |
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The dilemma is that you can’t suddenly start experimenting when you realize you’re in trouble unless you’ve been experimenting all along. It’s too late to do it once things have changed in your core business.
|
130 |
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Ideally, the fear of a new environment sneaking up on us should keep us on our toes. Our sense of urgency should be aided by our judgment, instincts and observations that have been honed by decades spent in the business world.
|
133 |
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During a strategic inflection point, management continually has to refine its conception of the strategic map of the industry… But mental maps are awfully forgiving of ambiguity. You must force yourself to commit your thoughts to paper.
|
135 |
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If senior managers and know-how managers share a common view of the industry, the likelihood of their acknowledging changes in the environment and responding in an appropriate fashion will greatly increase.
|
135 |
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To make it through the valley of death successfully, your first task is to form a mental image of what the company should look like when you get to the other side.
|
140 |
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…the transformation implicit in surviving a strategic inflection point involves changing members of management one way or another.
|
143 |
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If you are describing a purpose that deep down you know you can’t achieve, you are dooming your chances of climbing out of the valley of death.
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144 |
