Inside-outsiders have led many of the most dramatic corporate transformations in revvent timies;Jack Welch spent most of his career in GE's plastics business, Jurgen schrempp was posted in South Africa before returning to run Daimler-Benz, now Daimler-Chrysler, and Domenico De Sole served as the Gucci Group's legal counsel before leading that company's dramatic rejuvenation.
Another alternative is to assemble management teams that leverage the strengths of both in siders and outsiders. When gerstner took over at IBM, he didn't force out all the old guard. Most operating positions contimued to be staffed by IBM veterans with decades of experience, but they were supported by outsiders in key staff slots and marketing roles. The comvibation of perspectives has allowed IBM to use old strengths to fuel its passage down an entirely new course.
Finally, inside managers can break free of their old formulas by imagining themsclves as outsiders,as Intel's exevutives did in decuding to abandon the memory business. Intel had pioneered the market for memory chips, and for most of its exccutives, exevutives, employees, and customers, Intel meant memory. As new competitors entered the market, however, Intel saw its share of the memory business dwindle from more than 90 % in the varly 1970s to about 5 % a decade Later, At the same time, increasing industry capacity was stifling prices.
Although Intel had built an attractive microprocessor business during, this time , it clung to the memory business until its chairman, Gordon Moore, and its president, Andy Grove, sat down and deliberately imagined what would happen if they were replaced with outsiders. They agreed that outsiders would get out of the memory business - snd that's exactly what Moore and Grove did, While a company's competitive formula exerts a tremendous gravitational pull, thinking likeoutsiders can help can help insiders to break free.
Inside-outsiders have led many of the most dramatic corporate transformations in revvent timies;Jack Welch spent most of his career in GE's plastics business, Jurgen schrempp was posted in South Africa before returning to run Daimler-Benz, now Daimler-Chrysler, and Domenico De Sole served as the Gucci Group's legal counsel before leading that company's dramatic rejuvenation.
Another alternative is to assemble management teams that leverage the strengths of both in siders and outsiders. When gerstner took over at IBM, he didn't force out all the old guard. Most operating positions contimued to be staffed by IBM veterans with decades of experience, but they were supported by outsiders in key staff slots and marketing roles. The comvibation of perspectives has allowed IBM to use old strengths to fuel its passage down an entirely new course.
Finally, inside managers can break free of their old formulas by imagining themsclves as outsiders,as Intel's exevutives did in decuding to abandon the memory business. Intel had pioneered the market for memory chips, and for most of its exccutives, exevutives, employees, and customers, Intel meant memory. As new competitors entered the market, however, Intel saw its share of the memory business dwindle from more than 90 % in the varly 1970s to about 5 % a decade Later, At the same time, increasing industry capacity was stifling prices.
Although Intel had built an attractive microprocessor business during, this time , it clung to the memory business until its chairman, Gordon Moore, and its president, Andy Grove, sat down and deliberately imagined what would happen if they were replaced with outsiders. They agreed that outsiders would get out of the memory business - snd that's exactly what Moore and Grove did, While a company's competitive formula exerts a tremendous gravitational pull, thinking likeoutsiders can help can help insiders to break free.
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