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Segundo os autores, as companhias bem sucedidas perdem momentum por quatro motivos principais:
- "By far the largest category of factors responsible for serious revenue stalls is what we have labeled premium-position captivity: the inability of a firm to respond effectively to new, low-cost competitive challenges or to a significant shift in customer valuation of product features." (algo em torno do artigo de Kumar com o magnífico exemplo da Xiameter, ou em torno do descrito nesse fabuloso livro "The Innovator's Solution");
- "The second most frequent cause of growth stalls is what we call innovation management breakdown: some chronic problem in managing the internal business processes for updating existing products and services and creating new ones. We saw manifestations of this at every major stage along the activity chain of product innovation, from basic research and development to product commercialization." (Feito à medida para a "Big Pharma" temos: "Given that most large corporations rely on business models that have evolved to generate sequential product innovations, when things go wrong here—at the heart of these organizations’ most important business process—extremely serious, multiyear problems result." e "“Historically, our drive for profit and our preference for developing premium-priced products aimed at market niches meant that we were not comfortable competing only on price. As a result, we never fully developed our manufacturing competencies. And when competitors followed us, we would refuse to confront them—it was always easier to innovate our way into a new niche.”" - aqui é que o exemplo da Xiameter mostra todo o seu potencial!);
- "The third major cause of revenue stalls is premature core abandonment: the failure to fully exploit growth opportunities in the existing core business. Its telltale markers are acquisitions or growth initiatives in areas relatively distant from existing customers, products, and channels."; e
- "Our fourth major category is talent bench shortfall: a lack of leaders and staff with the skills and capabilities required for strategy execution." (strategy execution... o terreno preferido para a utilização do balanced scorecard)
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