 |
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 |
 |
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 |
 |
…the transformation implicit in surviving a strategic inflection point involves changing members of management one way or another.
|
143 |
 |
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.
|
144 |
 |
…you can only outrun [your competition] if you commit yourself to a particular direction and go as fast as you can.
|
151 |
 |
If you’re wrong, you will die. But most companies don’t die because they are wrong: most die because they don’t commit themselves.
|
152 |
 |
…speak and answer questions as often as possible; while it may seem like you’re repeating yourself, in reality you will be reinforcing a strategic message.
|
155 |
 |
What used to be referred to as ‘managing by walking around’ has to a large extent been supplanted by letting your fingers do the walking on the keyboard.
|
156 |
 |
…[staff], they themselves, every one of them, needs to change to be more in tune with the mandates of the new environment.
|
157 |
 |
If the actions are dynamic, if top management is able to alternately let chaos reign and then rein in chaos, such a dialectic can be very productive.
|
160 |
