By Robert M. Tomasko
"You wish your enterprise to develop. yet do not confuse development with enlargement. to ensure, elevated dimension may be a major part (or fortuitous derivative) of commercial luck, yet businesses that extend an excessive amount of, too speedy, or too myopically may well quickly locate themselves too tremendous for his or her britches. What, then, is genuine development? easily positioned, it truly is growth, and it really is in keeping with relocating the company past the self-imposed limits that experience come to outline and constrain it. reliable "growers" comprehend that real good fortune is fueled by means of mind's eye, now not through a circulate of mergers, inventory rate manipulations, or smart accounting. those participants proportion seven features that permit them to foster actual, sustainable progress. "Bigger is not higher" finds those qualities, why they're potent, and the way to use them on your association. The publication indicates how profitable businesses and growers: understand the place to appear; recognize what they need; inform the reality; create rigidity to generate ahead flow; win hearts and minds; grasp momentum and leap; and understand while to permit move, 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 not more so - that experience profited via leading edge ideas that concentrate on real development possibilities rather than the looks of development. Profiles contain: Darcy Winslow, who helped testosterone-fueled; Nike develop by way of making a diversity of goods for ladies that opened a brand new and ecocnomic industry; Chris Mottern of Peet's espresso, which carved a distinct segment via slipstreaming round the wake created via Starbucks Roger Enrico, the Pepsi veteran who created "The Pepsi problem" and demonstrated Pepsi because the Coke of snack meals; invoice Greenwood of Burlington Northern, which stumbled on the way to flip truckers, the railroad's so much tough rivals, into its most sensible shoppers; Al Bru, who acquired health-conscious shoppers to include; Frito-Lay's snack items through taking away trans fat; and Carlos Gutierrez, who restored Kellogg to a development direction through doing away with its fixation on quantity. "Bigger isn't larger" additionally deals beautiful 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 dimension or synthetic numbers, the recent version exhibits how engaged growers use optimistic psychology to force powerful and sustainable development. Combining real-life tales, thorough clinical learn, and insightful research, "Bigger isn't greater" indicates how your company can stream ahead - with out tripping over its personal feet."
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Extra resources for Bigger Isn't Always Better: The New Mindset for Real Business Growth
Why go to all the trouble when the quarterly bottom line is fine and the stock price is rising? Another difficulty with final report cards coming out four times a year is that few, if any, real growth strategies are executed in threemonth bites. Most, as we will discuss in Part 2, take years to bear fruit. Pulling a plant up too often to see how the roots are doing usually keeps them from doing very well. Hoarding Cash Shareholders make money in two ways: stock price appreciation and cash dividend payments.
Bill Gates is fond of saying that Microsoft’s biggest competitor is its installed base. But a combination of fear of the unknown and the weight of responsibility for what already is keeps the company from seriously challenging this rival. ’’ In other words, don’t expect Microsoft to become the next Microsoft. Perhaps he is mindful of how Citigroup fueled its ascendancy to the position of the world’s largest bank by replacing an emphasis on controls and coordination with a hyperaggressive, push-the-ethicalenvelope corporate culture.
Sternberg identified five forms of flawed thinking23 that can lead to counterproductive actions. Unrealistic optimism. Optimism, as we will discuss in Chapter 9, is a powerful enabler of growth. Too much of it, applied in situations where it is unwarranted, can backfire by leaving people feeling so capable and on such a roll that they mistakenly think that they can achieve anything they set out to do. Samsung thought its great success with consumer electronics would carry over to a completely different business, automobile manufacturing.
Bigger Isn't Always Better: The New Mindset for Real Business Growth by Robert M. Tomasko