The self destructive habits of good companies

GM. Ford.

Digital. Kodak.

Once, they were riding high, the exemplars of business excellence. Then, disaster.

Is your company headed for the same fate?

How do you know?

How do you change course?

Find out.

Shine a light on the dark places in your business.

Uncover your self-destructive habits before they destroy you. The blinders, culture confl icts, and corporate denial.

The competitive myopia. The focus on volume, not profits. Root them out–all of them.

Then, instill the good habits your business needs: the habits of sustainable profitability and market leadership.

A book by Sheth shows you how–in detail, from start to finish.

Why did so many good companies engage in self-destructive behavior?

His book identified seven dangerous habits even well-run companies fall victim to-and helps you diagnose and break these habits before they destroy you.

Through case studies from some of yesterday’s most widely praised corporate icons, you’ll learn how companies slip into “addiction” and slide off the rails…why some never turn around…and how others achieve powerful turnarounds, moving on to unprecedented levels of success.

You’ll learn how an obsession with volume leads inexorably to rising costs and falling margins…how companies fall victim to denial, myth, ritual, and orthodoxy… how they startwasting vital energy on culture confl ict and turf wars…how they blind themselves to emerging competition…how they become arrogant, complacent, and far too dependent on their traditional competences. Most important, you’ll find specific, detailed techniques for “curing”-or, better yet, preventing-every one of these self-destructive habits.

* The “cocoon” of denial
“Find it, admit it, assess it, and escape it”
* The stigma of arrogance
“Escape this fault that “breeds in a dark, closed room””

This post is recommended for you  Mastering Complexity Through Simplification: Four Steps to Creating Competitive Advantage

* The virus of complacency
“Six warning signs and five solutions”

* The curse of incumbency
“Stop your core competencies from blinding you to new opportunities”

* The threat of myopia
“Widen your view of your competitors-and the dangers they pose”

* The obsession of volume
“Get beyond “rising volumes and shrinking margins””

* The territorial impulse
“Break down the silos, factions, fiefdoms, and ivory towers”

Written a few years ago by Jagdish N. Sheth and worth reflecting on in these hard times!!

clipped from books.google.com

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