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Self-Destructive Habits of Good Companies, The: ...And How to Break Them
- By Jagdish N. Sheth
- Published Apr 26, 2007 by Pearson Prentice Hall.
- Copyright 2007
- Dimensions: 6x9
- Pages: 304
- Edition: 1st
- Book
- ISBN-10: 0-13-179113-3
- ISBN-13: 978-0-13-179113-8
- eBook (Adobe DRM)
- ISBN-10: 0-13-612879-3
- ISBN-13: 978-0-13-612879-3
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Product Author Bios
Dr. Jagdish N. Sheth is a world-recognized authority on global competition, strategic thinking, and customer relationship management. Dr. Sheth is Charles H. Kellstadt Chair of Marketing Strategy in the Goizueta Business School at Emory University. He has served as a distinguished faculty member at the University of Southern California, the University of Illinois, Columbia University, and the Massachusetts Institute of Technology. Dr. Sheth has published more than two dozen books and hundreds of research papers in different areas of marketing and business strategy; many are considered classics in their fields. His books include The Rule of Three: Surviving and Thriving in Competitive Markets and Tectonic Shift: The Geoeconomic Realignment of Globalizing Markets (both co-authored with Rajendra S. Sisodia). With Banwari Mittal, he co-authored ValueSpace: Winning the Battle for Market Leadership. He also co-authored Clients for Life with Andrew Sobel. His latest book, Firms of Endearment: How World-Class Companies Profit from Passion and Purpose (Wharton School Publishing), was co-authored with Rajendra Sisodia and David Wolfe.
Why Even Great Companies Fail: Diagnose the Symptoms and Cure Them!
- Conquer—or prevent—the seven disastrous “addictions” that can destroy your company
- Overcome corporate denial, arrogance, complacency, “competency dependence,” turf wars, and more
- For every executive, strategist, entrepreneur, and manager who wants to sustain success
GM. Ford. AT&T. Sears. Firestone. Krispy Kreme. 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. This book shows you how—in detail, from start to finish.
Why do so many good companies engage in self-destructive behavior? This book identifies 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 start wasting 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 itThe stigma of arrogance
Escape this fault that “breeds in a dark, closed room”The virus of complacency
Six warning signs and five solutionsThe curse of incumbency
Stop your core competencies from blinding you to new opportunitiesThe threat of myopia
Widen your view of your competitors–and the dangers they poseThe obsession of volume
Get beyond “rising volumes and shrinking margins”The territorial impulse
Break down the silos, factions, fiefdoms, and ivory towers
Preface xxi
Foreword xxiii
1 Why Do Good Companies Go Bad? 1
2 Denial: The Cocoon of Myth, Ritual, and Orthodoxy 19
3 Arrogance: Pride before the Fall 45
4 Complacency: Success Breeds Failure 75
5 Competency Dependence: The Curse of Incumbency 105
6 Competitive Myopia: A Nearsighted View of Competition 133
7 Volume Obsession: Rising Costs and Falling Margins 165
8 The Territorial Impulse: Culture Conflicts and Turf Wars 199
9 The Best Cure is No Cure at All 231
10 Endnotes 249
Index 263
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3 of 3 people found the following review helpful
The Seven Deadly Sins, Corporate Style, By
This review is from: The Self-Destructive Habits of Good Companies: ...And How to Break Them (Hardcover)
Maintaining the success of a corporation over the long term has a lot to do with the fortunes afforded by healthy market forces, but there can be debilitating factors afoot that do not allow companies to take advantage nor insulate themselves during inevitable downturns. These factors may be obvious from a conceptual standpoint, but as Steven Covey has proven with his bestseller, The 7 Habits of Highly Effective People, sometimes the most obvious things have to be laid out in an easy-to-absorb manner that resonates with people who are most prone to such behavior. Whereas Covey identifies positive habits on an individual level, Emory University's Jagdish N. Sheth takes the more daunting task of identifying the self-destructive habits of corporate leaders as proven by renowned companies experiencing very public failures. Not coincidentally,...
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2 of 2 people found the following review helpful
Should be considered mandatory reading for all company executives, By Midwest Book Review (Oregon, WI USA) - See all my reviews
This review is from: The Self-Destructive Habits of Good Companies: ...And How to Break Them (Hardcover)
In "The Self-Destructive Habits of Good Companies...And How To Break Them", a respected authority on global competition, strategic thinking, and customer relationship management expert Jagdish N. Sheth (who holds the Charles H. Kellstadt Chair of Marketing Strategy in the Goizueta Business School at Emory University) identifies seven dangerous habits even the most well-run company can fall victim to, as well as how to diagnose and counter these corporate habits before they can cause irremediable harm. These basic faults include the 'cocoon' of denial with respect to problems or issues confronting a company; the stigma of perceived (or genuine) arrogance on the part of management; the 'virus' of complacency; the risk factors of incumbency for a company's present and future needs; the threat of corporate myopia with respect to the competition; an obsession toward volume without proper attention to profit margins; and the 'territorial impulse' as reflected in the creation of factions,...
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1 of 1 people found the following review helpful
How to identify and avoid being a victim of the creative destruction of capitalism, By
This review is from: The Self-Destructive Habits of Good Companies: ...And How to Break Them (Hardcover)
My favorite section of this entire book, and that is high praise indeed given my opinion of the rest, starts on page 200. Sheth mentions how academics are often criticized for existing in an ivory tower and how the accusation is false; the real inhabitants of an ivory tower are corporate CEOs and their immediate minions. It is the job of academics to interact with raw beginners and to do the best they can to teach their students the breadth and depth of skills needed to survive in their chosen profession. From the first day they step on a college campus, students are interacting with their professors; there are very few barriers between the student and the head of a department.However, the executives at the highest levels of a corporation are much more sheltered, which is a significant part of the problem. Many fly on private jets, have their private elevator, washroom and cafeteria. So many of them interact with only a few of their employees and almost never with their... Read more |
Online Sample Chapter
Table of Contents
Preface xxi
Foreword xxiii
1 Why Do Good Companies Go Bad? 1
2 Denial: The Cocoon of Myth, Ritual, and Orthodoxy 19
3 Arrogance: Pride before the Fall 45
4 Complacency: Success Breeds Failure 75
5 Competency Dependence: The Curse of Incumbency 105
6 Competitive Myopia: A Nearsighted View of Competition 133
7 Volume Obsession: Rising Costs and Falling Margins 165
8 The Territorial Impulse: Culture Conflicts and Turf Wars 199
9 The Best Cure is No Cure at All 231
10 Endnotes 249
Index 263
Preface
Downloadable Sample Chapter
Foreword
Book
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