"Texts on strategy and innovation are full of great ideas of new things that leaders should do. But, lamented a senior executive I was with recently, “There aren’t any textbooks on what to stop doing!” In a world of temporary advantage, stopping things - exiting declining advantages - is every bit as critical as starting things. Activities need to stop because they can no longer demonstrate good growth potential, or perhaps competitors have made them a commodity, or perhaps they simply have few growth prospects."Ora aí está um lamento interessante.
Trecho retirado do capítulo III "Healthy Disengagement" do livro "The End of Competitive Advantage" de Rita McGrath.