Quem quer manter o equilíbrio acaba por cristalizar e não acompanhar a evolução, às vezes vertiginosa, do contexto. Os outsiders, acham que quando uma empresa encerra há marosca, que a gestão foi má ou que houve ilegalidade, ou que ...
A verdade é que a maior parte das empresas não dura 20 anos. A anos bons sucedem-se anos maus, porque a uma velocidade superior à velocidade a que uma empresa se consegue transformar:
- os clientes mudaram;
- o governo mudou as regras do mercado;
- os concorrentes mudaram;
- os não-concorrentes mudaram.
"When a company is in free fall, it makes sense to replace the management team, for all sorts of reasons. [Moi ici: A razão porque Zapatero e Sócrates não deviam ter chefiado os respectivos segundos governos] First, you need to inject new energy into a tired organization under stress. Second, you need to ensure that the team you’re building is made up of people with open minds who want to invent the future, not just defend the past. It’s unreasonable to expect the architects of the strategies and practices that led to your downfall to see the error of their ways, or the right path forward. Instead, you need to find leaders and employees with a rebellious spirit. Third, you need to locate key employees at the front line and promote them — as a source of knowledge and energy, and as a signal that the future will be about merit and open-mindedness. Finally, you need to make change happen relatively quickly. If you replace your team gradually (which can be tempting because it seems less disruptive), you’ll lose valuable time, and the employees you bring in will begin to absorb the organizational biases of the past.
Reversing free fall takes enormous energy and resources. Leaders who succeed at the job usually do so by combing through the company in search of noncore assets to shed, businesses to sell, activities to stop, functions to eliminate, and product lines to simplify,[Moi ici: Coisas que os outsiders consideram manobras de "direitolas"]
Companies in free fall have a lot to fix but seldom have all of the tools they need. They usually find that they are missing at least one capability crucial for adapting their business model to new conditions. Nearly all of the 50 cases of successful reversal of free fall that we have studied required at least one major new capability. It’s extremely hard to focus on new capabilities when you’re in free fall, but if you don’t, everything else you try to do may be for naught."
Trechos retirados de "How to Pull Your Company Out of a Tailspin"