|
|
Management:
Without systematic and purposeful abandonment, an organization will be overtaken by events. It will squander its best resources on things it should enver have been doing or should no longer do.
|
092 |
|
|
Management:
…although being customer driven is vital, it is not enough. An organization must be market driven too.
|
093 |
|
|
Management:
To diagnose problems early, managers must pay attention to the warning signs. A theory of the business becomes obsolete when an organization attains is original objectives.
|
093 |
|
|
Management:
Attaining one’s objectives… is not cause for celebration; it is cause for new thinking.
|
093 |
|
|
Management:
Rapid growth is another sure sign of crisis in an organization’s theory. Any organization that doubles or triples in size within a fairly short period of time has necessarily outgrown its theory.
|
093 |
|
|
Management:
To continue in health, let alone grow, the organization has to again ask itself the questions about its Environments, mission, and core competencies.
|
093 |
|
|
Management:
There are two more clear signals that an organization’s theory of the business is no longer valid. One is unexpected success… The other is unexpected failure… whether one’s own or a competitor’s.
|
093 |
|
|
Management:
…profitability is, not the purpose of, but a limiting factor on business enterprise and business activity.
|
097 |
|
|
Management:
Whether there is such a thing as a profit motive at all is highly doubtful.
|
097 |
|
|
Management:
It is irrelevant for an understanding of business behavior, and profitability whether there is a profit motive or not.
|
097 |
