Download Bigger Isn't Always Better: The New Mindset for Real by Robert M. Tomasko PDF

By Robert M. Tomasko

"You wish your small business to develop. yet do not confuse development with enlargement. to make sure, elevated measurement may be an incredible part (or fortuitous spinoff) of commercial luck, yet businesses that extend an excessive amount of, too quick, or too myopically could quickly locate themselves too immense for his or her britches. What, then, is actual progress? easily placed, it truly is development, and it's according to relocating the company past the self-imposed limits that experience come to outline and constrain it. reliable "growers" recognize that precise good fortune is fueled by means of mind's eye, now not by means of a movement of mergers, inventory expense manipulations, or smart accounting. those contributors proportion seven features that permit them to foster genuine, sustainable progress. "Bigger is not greater" finds those features, why they're powerful, and the way to use them on your association. The publication exhibits how profitable businesses and growers: understand the place to seem; comprehend what they need; inform the reality; create rigidity to generate ahead circulation; win hearts and minds; grasp momentum and jump; and comprehend while to enable pass, and percentage the wealth. Distilling a decade of study and private interviews on 3 continents, writer Bob Tomasko illustrates the seven qualities with examples from businesses - huge and small, popular and no more so - that experience profited via cutting edge concepts that concentrate on actual progress possibilities rather than the looks of development. Profiles contain: Darcy Winslow, who helped testosterone-fueled; Nike develop via making a diversity of goods for girls that opened a brand new and ecocnomic marketplace; Chris Mottern of Peet's espresso, which carved a distinct segment through slipstreaming round the wake created through Starbucks Roger Enrico, the Pepsi veteran who created "The Pepsi problem" and verified Pepsi because the Coke of snack meals; invoice Greenwood of Burlington Northern, which came across how to flip truckers, the railroad's so much tricky opponents, into its most sensible clients; Al Bru, who acquired health-conscious shoppers to include; Frito-Lay's snack items through doing away with trans fat; and Carlos Gutierrez, who restored Kellogg to a progress course via casting off its fixation on quantity. "Bigger isn't larger" additionally deals wonderful examples of the failure of the Big-Is-Good philosophy, together with the ill-fated Hewlett-Packard/Compaq merger and its highest-profile casualty, CEO Carly Fiorina. After years of cutbacks, development is in back. yet rather than assuming that an inflated enterprise can dominate a industry via sheer measurement or synthetic numbers, the hot version indicates how engaged growers use confident psychology to force strong and sustainable development. Combining real-life tales, thorough clinical examine, and insightful research, "Bigger is not greater" indicates how your company can stream ahead - with no tripping over its personal feet."

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Robert Sternberg, a Yale psychologist, wrote a book to answer just that question. Why Smart People Can Be So Stupid22 pulls together the research of several leading behavioral scientists to identify factors beyond avarice that have driven the kinds of dumb business decisions discussed in this chapter. A Dartmouth management professor, Sydney Finkelstein, also studied this phenomenon. His book, Why Smart Executives Fail, examines what was behind 197 instances of dramatic drops in market share and value.

What he said surprised me. My role was not to advise, nurture, and support the chief executive who had graciously invited me to sit on what he liked to call ‘‘his’’ board. Nor was I to think of myself as a representative of the people who owned stock in the company, even though they were the ones who actually elected me to the board. My legal responsibility was to serve the best interests of the corporation as an entity, not those of any one of its constituents. My marching orders were to serve as a fiduciary for the business, not as an agent for the .................

Assumptions about reality get confused with reality itself. After Nokia became the world’s leading cell phone maker, it came to think that it could shape the industry because its market position was so strong. It resisted following its smaller competitors, forgetting how motivated these companies were to keep up with changes in customer needs that could offer a way to topple Nokia’s dominance. As a result, when preferences shifted away from candy bar–style handsets and toward sleeker, clamshell phones, Nokia stayed with the older models too long and lost market share.

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