INSEAD Library

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Seduced by 'success ACKNOWLEDGMENTS THE I S S U E vii SUCCESS I S A SERIOUS BUSINESS VULNERABILITY A CLASSIC EXAMPLE: GENERAL MOTORS 2, WHY DOES THIS HAPPEN? % LEGACY THINKING AND BEHAVIOR CAN BE AVOIDED: TOYOTA BEWARE OF THE NINE SUCCESS-INDUCED TRAPS PART I 29 4 NEGLECT: STICKING WITH YESTERDAY'S BUSINESS MODEL Gd FACE REALITY, THEN AGGRESSIVELY TACKLE YOUR VULNERABILITIES IBM, eBay, Agilent Technologies, Sony 4. % REAPPLY WHAT WORKS Fidelity Investments, Wucor, Wal-Mart, Toyota PART I 1 RAP a 2 PRIDE: ALLOWING YOUR PRODUCTS TO BECOME OUTDATED UNIQUENESS: AN ABSOLUTE ESSENTIAL Chrysler MAKE WELL-ANALYZED BIG BETS Verizon, Microsoft CONTINUALLY REVITALIZE YOUR CORE PRODUCTS AND CAPITALIZE ON INFLECTION POINTS Texas Instruments, Toyota, EnCana P A R T Ill TRAP @ 3 BOREDOM: CLINGING TO YOUR ONCE-SUCCESSFUL BRANDING AFTER I T BECOMES STALE AND DULL BE CLEAR AND CONCISE, BUT MOST OF ALL BE DISTINCTIVE Procter and Gamble, McDonald's, Harley-Dawidson 101 FOCUS RELENTLESSLY ON DETAILS AND EXECUTION Starbucks 109 STAY RELEVANT Coca-Cola, Procter and Gamble PART I V 4 COMPLEXITY: IGNORING YOUR BUSINESS PROCESSES AS THEY BECOME CUMBERSOME AND COMPLICATED DON'T WAIT FOR THE CRISIS Schneider National, Bank One DEMAND NEW APPROACHES TO "PROVEN" PROCESSES Procter and Gamble, Samsung, Dell 137 PART V I"%# -'* 6 2*rand P ~t 2-i BLOAT: RATIONALIZING YOUR LOSS OF SPEED AND AGILITY %. ARE YOU PARALYZED BY YOUR CURRENT BUSINESS PRACTICES? Kodak, Citigroup and, ASSIGN TOP TALENT TO THE TOUGH ISSUES AND GET OUT OF THEIR WAY ' 162 Procter and Gamble, Microsoft, Nike 7,THE KEY TO SPEED AND AGILITY IS LEADERSHIP Hewlett-Packard, Intel 171 PART V I V R and P V 6 MEDIOCRITY: CONDONING POOR PERFORMANCE AND LETTING YOUR STAR EMPLOYEES LANGUISH 8 andSET THE BAR HIGH I N SELECTING PEOPLE AND SETTING EXPECTATIONS Coca-Cola, Microsoft 184 DON'T BE AFRAID OF BRINGING I N FRESH TALENT Microsoft, Harrah's Entertainment 19s 28, THE BROADER THE EXPERIENCE, THE BETTER eBay, Microsoft, Procter and Gamble 203 PART V I I TRAP 7 LETHARGY: GETTING LULLED INTO A CULTURE OF COMFORT, CASUALNESS, AND CONFIDENCE CLARITY, SIMPLICITY, AND REPETITION ARE ESSENTIAL Southwest Airlines, General Electric 215 22, GET A PRODUCT EDGE AND USE IT TO OVERHAUL THE CULTURE Motorola 23, AVOID THE CURSE OF AN INTERNAL FOCUS Boeing PART V l l l $8 c i p 8 TIMIDITY: NOT CONFRONTING ~3 TURF WARS, INFIGHTING, AND OBSTRUCTIONISTS 242, BREAK UP FIEFDOMS AND LAUNCH YOUR PLAN Sony, Morgan Stanley b ASSEMBLE A TEAM YOU BELIEVE I N Porsche 96" BEWARE OF VAGUE ACCOUNTABILITY AND ISOLATIONISTS Unilever, He wlett-Packard PART I X $3 CONFUSION: UNWITTINGLY PROVIDING SCHIZOPHRENIC COMMUNICATIONS B c'@and and$, WHERE ARE WE GOING AND HOW ARE WE DOING? %"- IBM. Wal-Mart 4 % MAKE EXPECTATIONS CRYSTAL CLEAR Gillette PART X THE KEY TO CONTINUAL SUCCESS: A QUESTIONING ATTITUDE 2 % NOTES INDEX RESTING ON YOUR LAURELS IS NEVER AN OPTION! Apple