TY  - BOOK
AU  - Sheth,Jagdish N.
TI  - The self-destructive habits of good companies: and how to break them 
SN  - 0131791133 (hbk.)
AV  - HF5386 .S54 2007
U1  - 658.4062 22
PY  - 2007///
CY  - Upper Saddle River, N.J.
PB  - Wharton School Pub.
KW  - Success in business
KW  - Business failures
KW  - Case studies
KW  - Industrial management
N1  - Includes bibliographical references (p. 249-261) and index; 1. Why do good companies go bad? : Digital ; IBM ; Intel -- 2. Denial: the cocoon of myth, ritual, and orthodoxy : Being there ; Denial of emerging technologies : Xerox: trying to copy its own success ; Denial of changing consumer tastes: A & P: retail pioneer in peril ; Denial of the new global environment: General Motors: auto giant in the (gas) tank ; The warning signs of denial -- 3. Arrogance: pride before the fall : When exceptional achievement in the past warps your perception of present reality : General Motors, Boeing ; When David conquers Goliath : Microsoft, Enron and Worldcom ; When you pioneer a product or service nobody can duplicate: Sony ; When you're smarter than the other guys : Merck, Motorola ; The warning signs of arrogance ; How to break the arrogance habit -- 4. Complacency: success breeds failure : When your past success came via a regulated monopoly : AT & T, Airlines in freefall ; When your past success was based on a distribution monopoly : De Beers: the ice king ; When you have been "chosen" for success by the government : Japan, Inc., Fiat: the European version ; When the government owns or controls the business : Air India ; The warning signs of complacency ; How to break the complacency habit -- 5. Competency dependence: the curse of incumbency : Singer Sewing Machines, Encyclopaedia Brittanica ; R & D dependence ; Design dependence : Lego ; Sales dependence : Avon ; Service dependence : Travel agents ; The warning signs of competency dependence ; How to break the habit of competency dependence -- 6. Competitive myopia: a nearsighted view of competition : The natural evolution of the industry : Firestone: when the rubber left the road ; From Zenith to Nadir ; The clustering phenomenon ; When no.1 is also the pioneer ; The opposite scenario: when no.2 chases no.1 ; The warning signs of competitive myopia ; How to break the competitive myopia habit -- 7. Volume obsession: rising costs and falling margins : The high-margin pioneer : IBM versus Lenovo ; The fast-growth phenom ; The paradox of scale ; The ball and chain of unintended obligation ; Uncle Sam's cut ; The warning signs of volume obsession ; How to break the volume obsession habit -- 8. The territorial impulse: culture conflicts and turf wars : The corporate ivory tower ; When growth requires the institution of formal policies and procedures ; When the founder's culture is subsumed within a larger corporate culture ; When a company's culture is dominated by one functional specialty: Brainy Motorola ; The warning signs of the territorial impulse ; How to break the territorial habit -- 9. The best cure is no cure at all
N2  - "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."--BOOK JACKET
UR  - http://catdir.loc.gov/catdir/toc/ecip072/2006030441.html
ER  -