Our research Publications About Us Diagnostic Events & Presentations In the News
Home >> Diagnostic
Are you a victim of the curse of success ?
 
TOXIC SIDE-EFFECTS OF PAST GROWTH AND HIGH PERFORMANCE
Not       Relevant       Highly
 
 
Source
Consequence
1
2
3
4
5
6
7
  • Strategic myopia
    		•
  • Tunnel vision
    		•
  • Tyranny of core
         business
    		•
  • Dominance minset
    		•
    - Caused by tight focus on core business trajectory
    - Caused by tight focus on incremental improvements and consistency
    - Caused by performance pressures and familiarity to core business
    - Caused by over-reliance on own experience & implicite assumptions
    - Considering everything outside the core as non-revelant
    - Internal short term orientation
    - Framing everything in the light of core business; committing resources throught core business
    - Reluctance to open collaboration and experimentation
  • Imprisoned resources
    		•
  • Business system rigidity
    		•
  • Ties that bind
    		•
  • Management mediocrity
         and competence gaps
    		•
    - Caused by continuous resource constraints and growing doubts about corporate-level resource allocation
    - Caused by increasingly tight fit between activities
    - Caused by product compatibility needs and customers partner commitents

    - Caused by hasty recruitement and insufficient people development
    - Core business managers wanting to own their resources, lack of transparency
    - Highly differentiated & specialized activity systems
    - Decreased strategic freedom
    - Forgiven & hidden shortcomings, partly wrong competence profile
  • Management divergence
    		•
  • Heady charm of fame
         and power
    		•
  • Expert management
    		•
  • Emotional apathy
    		•
    - Caused by naturally increasing subunit advocacy and decreasing need foe collective decisions
    - Caused by the inflated egos and hubris of the key leaders

    - Caused by action orientation and perceveid time pressure
    - Caused by future opportunities looking less thrilling than past
    - Declining intensify of dialogue, stalemates, and politics
    - "Action Hero Syndrom", implicit pecking order, risk aversion or overly bold commitents
    - Decisions elevating to the top team where they are done quickly based on individual expertise

    - "Tired Hero Syndrom"


    Copyright © 2008 Contact Us