By Kevin Kennedy
ISBN-10: 0130461202
ISBN-13: 9780130461209
Going the space identifies 8 key hindrances to the long term good fortune of significant businesses—and indicates precisely how one can triumph over them. Former Cisco SVP Kevin Kennedy and top advisor Mary Moore convey the right way to check company well-being and proper weaknesses in management, approach, product, market alignment, governance, and more—before it’s too past due. Going the gap offers a complete framework for protecting industry management into the following generation!
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Extra resources for Going the Distance: Why Some Companies Dominate and Others Fail
Sample text
In the next section, we will discuss this kind of problem—alignment, a key element in executing strategy. Differentiating strategies—defined, implemented, and redefined on an ongoing basis—separate the great companies from the alsorans. Such strategies overcome the competition and facilitate a company’s domination of the market. In Chapter 6, we look further at the challenge of strategy and examine in detail how Cisco used acquisitions to differentiate itself and maintain momentum in the accelerated market of the 1990s.
If a company has developed a culture of learning, for instance, it is not likely to be interested in a rubber-stamp board of directors, but will instead build a board that challenges management and provokes learning. Leaders bred by strong leadership DNA will similarly look for strong partners at the board level, not subordinates. In the same way, a company with effective governance systems will see the board as an important governing element; it will establish systematic means of guaranteeing that the board has the information it needs to test management’s thinking, raise tough issues, provoke learning, prevent failure, and propagate long-term success.
Even if a company achieves alignment, it must constantly adjust to maintain it across the critical dimensions of the company, given the shifts and changes of growth and adaptation. When done well, this frequent realignment of goals and structure will exploit the fact that structure biases results. In other words, the results of any effort are heavily influenced by how that effort is structured. One result of misalignment is organization thrash—organization 12 Going the Distance: Why Some Companies Dominate and Others Fail energy bounding from one focus to another with little or no productive output.