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Changing the Mind of the Corporation
內容大綱
Big companies in crisis get there by doing the things that once made them big. The experience of troubled companies is a syndrome with four stages. First the founders articulate their vision. Then the company develops steering mechanisms to operationalize the vision and guide the company through change. Unfortunately, these steering mechanisms tend to become rigid over time, with much stronger ties to the founding vision than to the changing economic environment. So in the third stage, feedback deteriorates. And the useful signals that do get through run into organizational defensive routines--the fourth stage--that prevent information from being put to proper use. The key to getting out of this syndrome is to abandon blame and focus instead on what the company did right to get into the crisis it now faces. To answer that question, managers must examine the differences between the strategy the company espouses and the strategy it enacts.