By Kevin Kennedy

ISBN-10: 0130461202

ISBN-13: 9780130461209

Going the space identifies 8 key hindrances to the long term good fortune of significant businesses—and exhibits precisely tips on how to triumph over them. Former Cisco SVP Kevin Kennedy and best advisor Mary Moore exhibit how one can investigate company well-being and proper weaknesses in management, process, product, industry alignment, governance, and more—before it’s too overdue. Going the gap offers a complete framework for retaining industry management into the following generation!

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Extra info for Going the Distance: Why Some Companies Dominate and Others Fail

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At the time of their dominance, did any one of these companies see the fall coming? Eight Challenges, Eight Opportunities We believe that it is possible to recognize eight challenges that leaders predictably encounter in building great companies. Each of these challenges has the potential to become a thread of failure or an element of competitive advantage. A company’s response to these challenges brings about a future of either failure or success. If a single challenge is left unmet and develops into a thread of failure—a trace of things starting to go wrong—it is not likely to cause the demise of a dominant company.

Leadership DNA is the ability of a company to grow the right kind of leaders for the future. In a startup’s earliest days the venture capitalists on the board of directors often take a strong role in assessing the founders’ leadership skills and appointing or hiring the first CEO. As the company releases its first products and gains traction in the market, the board assesses the ability of the CEO to take the company public. If the individual in place is not suitable, he or she is replaced to ensure the company’s success in dealing with a more sophisticated set of demands—new customers, new sales issues, and Wall Street.

A common cost center was thus split in two so that parallel initiatives could focus on completely different goals. When organizations are profit centers instead of cost centers, however, splitting them to manage complexity can also cause new problems. The classic error is structuring separate organizations, one for the “old” product and one for the new, but with both attempting to solve the same problem for the same customer. Without ensuring a separate focus for the two organizations, internal competition develops.

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Going the Distance: Why Some Companies Dominate and Others Fail by Kevin Kennedy


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