By Robert M. Tomasko
"You wish your enterprise to develop. yet do not confuse development with enlargement. to make sure, elevated dimension should be a huge part (or fortuitous spinoff) of industrial luck, yet businesses that extend an excessive amount of, too speedy, or too myopically might quickly locate themselves too immense for his or her britches. What, then, is actual progress? easily placed, it is development, and it really is in response to relocating the company past the self-imposed limits that experience come to outline and constrain it. stable "growers" be aware of that precise good fortune is fueled through mind's eye, now not by way of a circulate of mergers, inventory cost manipulations, or shrewdpermanent accounting. those members percentage seven features that let them to foster genuine, sustainable development. "Bigger isn't greater" finds those features, why they're potent, and the way to use them on your association. The ebook indicates how profitable businesses and growers: recognize 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 understand whilst to permit move, and percentage the wealth. Distilling a decade of study and private interviews on 3 continents, writer Bob Tomasko illustrates the seven characteristics with examples from businesses - huge and small, renowned and not more so - that experience profited via cutting edge innovations that target real progress possibilities rather than the looks of progress. Profiles comprise: Darcy Winslow, who helped testosterone-fueled; Nike develop by way of making a variety of goods for girls that opened a brand new and ecocnomic marketplace; Chris Mottern of Peet's espresso, which carved a distinct segment by means of slipstreaming round the wake created through Starbucks Roger Enrico, the Pepsi veteran who created "The Pepsi problem" and validated Pepsi because the Coke of snack meals; invoice Greenwood of Burlington Northern, which came upon how to flip truckers, the railroad's such a lot tough rivals, into its top clients; Al Bru, who received health-conscious shoppers to embody; Frito-Lay's snack items through disposing of trans fat; and Carlos Gutierrez, who restored Kellogg to a development course through putting off its fixation on quantity. "Bigger is not larger" additionally bargains lovely 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 marketplace via sheer dimension or synthetic numbers, the hot version exhibits how engaged growers use confident psychology to force strong and sustainable progress. Combining real-life tales, thorough medical learn, and insightful research, "Bigger isn't higher" exhibits how your company can circulate ahead - with no tripping over its personal feet."
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Extra info for Bigger Isn't Always Better: The New Mindset for Real Business Growth
Synergy is a good thing. It doesn’t scale well, though. Creative, boundary-spanning ideas occur in small, cohesive groups—200 people maximum, though teams of 20 work better. Synergy arises from trust among people who understand each other well and bring different perspectives to bear to achieve a common goal. It’s a bottom-up process. It is seldom the result of cross-divisional negotiations or top-down mandates demanding coordination and cooperation. Sony has invested two decades of top management attention (with minimal success) in attempting to bring together its acquired music and movie ‘‘content’’ businesses and Sony’s core of technical gadget ‘‘hardware’’ operations.
Consultants are often conduits and gatekeepers for new business ideas. Could the increasing emphasis on their own expansion during these go-go years have led some to suspend critical judgment about one such big idea, ‘‘shareholder value’’? This is a theory of what business is all about24 that many advisers helped spread in the 1980s and 1990s. Its basic premise, that maximizing its stock price is a company’s most important objective, has driven many of bigness’s most dramatic failures. Stock price fixation may be the biggest management distraction of all.
They are in sync with the logic of options in a way that larger, established businesses are not. Options are a useful, sometimes essential, tool that allows new, cash-short ventures to attract needed talent and to provide those people with incentives and rewards matched with the challenges that they are undertaking. Granting senior executives of proven postembryonic businesses ................. 15582$ $CH2 10-06-05 13:20:44 PS PAGE 36 A BIGGER STOCK PRICE IS NOT ALWAYS A GOOD THING 37 large grants of stock options gives the people in the company with the most power a lot more reason to focus on the upside of their strategies than on the downside.