"Shining today, gone tomorrow? For every Apple, there is an Atari, for every Fuji a Polaroid, and for every Netflix a Blockbuster. It’s harder to stay on top than to get there. How can you avoid the seemingly inevitable and become an “evergreen” corporation?Empresas grandes, concentradas no eficientismo, foocam-se na exploitation e descuram a exploration:
In past research, we showed that companies die sooner than ever before: one in three public companies overall and one in six large companies will not survive the next five years.[Moi ici: Como não recordar o que escrevo sobre Mongo ser um território gigantes-unfriendly]
The biggest threat to the survival of large companies may therefore come not from Silicon Valley or China, but from their own lack of strategic renewal.
Large, Established Companies Are Increasingly Vulnerable
Scale can also deceive: it initially serves as a buffer against external pressures, making large, established companies generally more resilient than smaller, younger ones. This resilience, however, does not compensate indefinitely for insufficient investments in future growth options. Size frequently leads to inertia, slowly driving up mortality even among the largest companies."
"Paradoxically, doing so often seems like the right choice. Fine-tuning the current, successful model provides higher immediate rewards at low risk for the company and its managers and shareholders. But this choice comes at the cost of lower growth, which jeopardizes the company’s future. Fast-forward a few years, and lower growth means fewer interactions with new, demanding customer groups and less inspiration to innovate. Eventually, the company is likely to be out of touch with changing market requirements. At that point, it is often too late to course-correct. The company has fallen into the success trap. Our research shows that it is surprisingly difficult to escape this trap. More than two in three companies fail to get back onto the path of exploration within five years."Interessante este site "An Atlas of Strategy Traps"