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1、HBRFROMTHEHARVARDBUSINESSREVIEWOnPointARTICLEWhydosomeoftheWhyGoodCompaniesbestcompanieslanguishwhenmarketschange?GoBadbyDonaldN.SullBecausetheyinsistondoingonlywhathasworkedinthepast.Newsectionstoguideyouthroughthearticle:•TheIdeainBrief•TheIdeaatWork•ExploringFurther...PRODUCTNUMBER4320THEID
2、EAINBRIEFWhyGoodCompaniesGoBadManyleadingcompaniesplummetfromsameformulasbecomerigidandnolongerthepinnacleofsuccesstothedepthsoffailureworkwhenthemarketchangessignificantly.whenmarketconditionschange.BecauseWhencompaniesunderstandthatactioncanthey’reparalyzed?Tothecontrary,becausetheybetheenemy
3、,theyarelesslikelytojointheengageintoomuchactivity—activityoftheranksofthefallen.Beforeasking,“Whatshouldwrongkind.Sufferingfromactiveinertia,theywedo?”andrushingintoaction,managersgetstuckintheirtried-and-trueactivities,evenshouldask,“Whathindersus?”Theyshouldinthefaceofdramaticshiftsintheenv
4、iron-lookdeeplyattheassumptionstheymakement.Insteadofdiggingthemselvesoutoftheabouttheirbusinessandindustry.Andtheyhole,theydigthemselvesindeeper.shouldpayparticularattentiontohallmarksofSuchcompaniesarevictimsoftheirownsuc-activeinertia:strategicframesbecomingblind-cess:they’vebeensosuccessfu
5、l,theyassumeers,processeshardeningintoroutines,relation-they’vefoundthewinningformulas.Buttheseshipsbecomingshackles,andvalueshardeningintodogmas.THEIDEAATWORKThefollowingexamplesdemonstratethe•Relationshipsbecomeshackles.Everydisastrouseffectsofactiveinertia:companyneedsstrongrelationshipswit
6、hitsconstituencies—customers,suppliers,•Strategicframesbecomeblinders.Strate-employees.Whenconditionschange,gicframesshapehowmanagersviewtheirhowever,theserelationshipscanrestrictbusiness;theyhelpmanagersstayfocused.flexibility.Buttheseframescanalsoblindmanagerstonewoptionsandopportunities.EXAM
7、PLE:Apple’svisionoftechnicallyelegantcomputersEXAMPLE:anditsfreewheelingcultureattractedtheworld’sAftersevendecadesofuninterruptedgrowth,mostcreativeengineers.OncecomputersbecameFirestonereignedsupremeintheU.S.tireindustrycommodities,ho
