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Going the Distance

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Going the Distance

Why Some Companies Dominate And Others Fail

FT Prentice Hall,

15 min read
10 take-aways
Text available

What's inside?

How you meet major challenges — from innovation to corporate governance — will determine how long your company lives.

Editorial Rating

6

Qualities

  • Innovative
  • Concrete Examples

Recommendation

Authors Kevin Kennedy and Mary Moore present a clear analysis and a useful set of prescriptions for long term corporate success - delineated by detailing eight challenges and describing how to meet them - but the main value of their book does not reside primarily in their general advice. The real heft lies in their excellent real world examples, which you can use to draw your own conclusions. The illustrative anecdotes from Cisco (where Kennedy was a senior vice president) and other companies are among the book’s high points. They are vivid and well-chosen, with all the detail needed to make them rewarding and informative. The book’s style may be a bit pedestrian and jargon-filled, but don’t let that deter you. getAbstract.com assures you that the detailed inside examples make it all worthwhile.

Summary

The Eight Challenges

Every great company faces eight challenges. The challenges come from success itself. When companies grow, they inevitably become more complex, and complexity makes life more difficult. Each of the eight challenges can lead to success or to pitfalls. These challenges fall into two broad categories: execution and governance.

Execution challenges include:

  1. The challenge to innovate demands that companies meet changing markets. Markets always change, sometimes radically. Disruptive change usually occurs in technology, scale or distribution. The company that innovates radically enough to disrupt the market can seize a great competitive advantage. That company that fails to innovate effectively turns leadership of the market over to its competition. Putting one’s fate in the hands of one’s competitors is no way to prosper.
  2. The challenge to introduce new products demands that companies accept the risk of cannibalizing existing and profitable product markets. This challenge is tricky. Companies can go too far in either direction. Cannibalizing one’s own established market can erode margins and revenues. However...

About the Authors

Kevin Kennedy is Chief Operating Officer for Openwave Systems, Inc., and an advisor to Braven Capital. He sits on the boards of Quantum Corporation, JDS Uniphase and Openwave. Mary Moore has worked as an executive in high-tech companies and an organizational consultant for 25 years and was formerly Vice President of Operations and Director of Human Resources at Stanford University.


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