"It’s a well-known mantra in business: “You can’t cut your way to greatness.” [Moi ici: Penafiel, manhã cedo, 2006, a ler Gertz e Baptista "You cannot shrink to greatness"] Nonetheless, painful cost cutting and other defensive measures are a familiar strategy for staying afloat. They are quick and obvious and deliver tangible results, but they are not in themselves a recipe for success. What does a CEO driving a turnaround do after these “easy” measures have been exhausted?
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It is not surprising that an increasing number of companies find themselves out of step with market realities and in need of transformation. ... But transformation in its true sense—the restoration of vitality, growth, and competitiveness—is easier said than done. In fact, 75 percent of transformations ultimately fail.
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All the examples we studied had a first phase of cost cutting and streamlining—triggered by a decline in competitive or financial performance—which we call chapter one of transformation. In chapter one, the fundamental goal is to do the same with less.
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Chapter one does seem to be an essential component of transformation; we didn’t find a single successful example that didn’t go through this phase. Streamlining reduces inefficiencies, buys time by addressing short-term financial woes, and frees up resources to fund the journey toward future growth.
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The main mistake that some companies make during chapter one is not cutting boldly enough at the outset, which can trigger painful, repeated rounds of cost cutting and undermine morale, momentum, and leadership credibility.
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Whereas chapter one primarily addressed costs, chapter two focused mainly on growth and innovation. In chapter two, successful companies went beyond necessary but insufficient operational improvements and deployed a new strategy, vision, or business model that they refined over a multiyear period."
Trechos retirados de "Why Transformation Needs a Second Chapter"
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