Locus de controlo

Sábias palavras estas:

"periodic slowdowns are inevitable, even if the company is fundamentally solid. That doesn't mean that CEOs (old or new), and other managers, can't do anything to slow the decline or reverse it more quickly. Taking action, however, requires an understanding of the three forces that always drag high-flying companies back to earth.
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The first is the law of large numbers.
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A company's growth is also inhibited by market maturity.
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The third reason that growth slows down is psychological self-protection.
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Taken together, these natural forces almost always damp down growth, which is why we shouldn't be surprised when successful companies hit periodic speed bumps. The challenge of course is what to do about it. Here are two suggestions that managers at all levels can consider:
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Regularly re-examine your business model. In the face of the forces described above, most business models eventually get stale and need to be either abandoned or refreshed. (Moi ici: Por isto é que este tipo de mensagem é tóxica, afasta as empresas desta reflexão sobre o ajuste entre a oferta e o mercado. O locus de controlo tem de estar no interior... e volto a Gonzales e à sua mensagem em "Deep Survival") So periodically take a look at what you do, and how you do it — and ask yourself if it still makes sense. Could someone else provide this product or service differently? Do our customers have other choices or have their needs changed? In other words don't limit your innovation and research to the development of new products and services, but also focus on the possibility of new business models.
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Think about getting smaller in order to get bigger. A second way to cope is to periodically do some pruning. Like trees that get too spindly, organizations also grow unnecessary branches that reduce the health of the overall enterprise. (Moi ici: Sempre que vejo um SUV da Volvo, ou um Polo da BMW penso em des-foco) These need to be cut back in order to allow new shoots to have the resources to flourish. To do so, ask yourself whether some of your products or services may not be producing sufficient returns; or whether you would be better off without some of your customers. These are tough questions that often provoke strong emotional responses. But taking action on them can liberate you and your resources to focus on new opportunities and will lead to more growth in the long term."

Trechos retirados de "Why Successful Companies Stop Growing"