Why Good Companies Go Bad (HBR OnPoint Enhanced Edition) [Download: PDF] [Digital]

Donald Sull (Author)

Product Details

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• Format: Adobe Reader (PDF)
• Printable: Yes. This title is printable
• Mac OS Compatible: OS 9.x or later
• Windows Compatible: Yes
• Handheld Compatible: Yes. Adobe Reader is available for PalmOS, Pocket PC, and Symbian OS.
• File Size: 320 KB
• Digital: 12 pages
• Publisher: Harvard Business Review (March 3, 2009)
• Average Customer Review: 4.0 out of 5 stars  See all reviews (2 customer reviews)
• Amazon Best Sellers Rank: #4,544,902 Paid in Books (See Top 100 Paid in Books)
• Required Free Software: Adobe Reader

Customer Reviews

Most Helpful Customer Reviews

12 of 15 people found the following review helpful:

5.0 out of 5 stars A must for anyone who owns or it starting a business, February 20, 2003

By 

bluepeace "bluepeace" (Baltimore, Maryland USA) - See all my reviews

This review is from: Why Good Companies Go Bad (HBR OnPoint Enhanced Edition) (Digital)

Though this book talks about the mistakes made by businesses that have been around for a while it can be of benefit to any business. Since the internet started the way we do business in america has changed so drasticly EVERY BUSINESS is in danger of making the same mistakes that are outlined in this book. READ IT NOW. YOU'LL be glued to your monitor.

0 of 3 people found the following review helpful:

3.0 out of 5 stars Not all Good Companies go bad due to 'Active Intertia', February 19, 2003

By 

A. Moola (Souderton, PA USA) - See all my reviews
(REAL NAME)   

This review is from: Why Good Companies Go Bad (HBR OnPoint Enhanced Edition) (Digital)

Though the author did a decent job in addressing the 'Active Intertia' Hypothesis, many examples were tweaked to prove the point. 'Active Inertia' alone is never the only reason for failure in the real world. One need not give up their Core Competencies, Core Values or their Prefered Customers to be successful. Most of the businesses are successful because of their niche in comparison to their peers and the select group of markets they address. No one company can satisfy the needs and wishes of the entire market range. Porsche is successful because of its dedication to 'performance' and Ford derived its success from the 'Car to Common Man' Vision. One should be globally aware of their competitors and continuously improve processes and products, without loosing focus on customer's changing needs/demands.