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How Mighty Fall
How Mighty Fall
How Mighty Fall
How Mighty Fall
How Mighty Fall
How Mighty Fall
How Mighty Fall
How Mighty Fall
How Mighty Fall
How Mighty Fall
How Mighty Fall
How Mighty Fall
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How Mighty Fall

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  • 1. How the Mighty Fall: The 05 Stages of a Company Failure
  • 2. Introduction • Every institution, no matter how great, is vulnerable to decline. • Anyone can fall, and most eventually do. • But decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands.
  • 3. Introduction • We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. • The mighty can fall, but they can often rise again.
  • 4. Hubris Born of Success • Great enterprises can become insulated by success. • Stage 1 kicks in when people become arrogant, regarding success and they lose sight of the true underlying factors that created success in the first place.
  • 5. Hubris Born of Success • The best leaders never presume they've reached ultimate understanding of all the factors that brought them success. • For one thing, they retain a somewhat irrational fear that perhaps their success stems in large part from fortuitous circumstance.
  • 6. Undisciplined Pursuit of More • When an organization grows beyond its ability to fill its key seats with the right people, it has set itself up for a fall. • Some companies willing to increase, try to make undisciplined leaps into areas where they cannot be great or growing faster than they can achieve with excellence.
  • 7. Denial of Risk and Peril • Sometimes companies can face warnings situations, but some leaders can suggest that such troubles or difficulties are "temporary" or "cyclic" or "not that bad“. • In Stage 3, leaders discount negative data and amplify positive data. They prefer to blame setbacks rather than accept responsibility.
  • 8. Grasping for Salvation • When we find ourselves in trouble our survival instinct and fear can prompt reacted. Instead of being calm we run the risk of exactly doing the opposite. • Common "saviors" include a charismatic visionary leader, a radical transformation, a dramatic cultural revolution or any number of other silver- bullet solutions.
  • 9. Grasping for Salvation • It is necessary in hard times to be calm, clear- headed, and focused approach. If you want to reverse decline, be rigorous about what not to do. • Initial results from taking dramatic action may appear positive, but they do not last.
  • 10. Capitulation to Irrelevance or Death • Accumulated setbacks and expensive false starts erode financial strength and individual spirit to such an extent that leaders abandon all hope of building a great future. In some cases the company's leader just sells out; and in the most extreme cases the enterprise simply dies outright.
  • 11. Conclusion • The point of the struggle is not just to survive, but to build an enterprise that makes such a distinctive impact on the world it touches. • To accomplish this requires leaders who retain faith that they can find a way to prevail in pursuit of a cause larger than mere survival.
  • 12. Lico Reis Consultoria & Línguas Prof. Roberto Lico Reis www.licoreis.com licoreis@licoreis.com E-books: www.migre.me/oQ5 Linkedin: www.migre.me/1d9r Twitter: Licoreis ∴

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