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The Secret Rules of Business Success (or Failure)

  • The Secret Rules of Business Success (or Failure)-

    What is amazing about this is that this tends to be both the least successful and most-common merger type largely because executives have control issues. There are three ways to gain major product assets: Buy the assets alone (generally successful), buy a successful company (keyword is “successful”) and don’t screw it up, or buy a running company and mash it into yours. It should be no surprise that integration mergers carry an 80 percent failure rate because they literally blow up a working organization, and what is amazing is that this is the default choice. Look at EMC mergers and Dell mergers: The most visibly successful are the ones that left the companies intact.

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The Secret Rules of Business Success (or Failure)

  • 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18
  • The Secret Rules of Business Success (or Failure)-13

    What is amazing about this is that this tends to be both the least successful and most-common merger type largely because executives have control issues. There are three ways to gain major product assets: Buy the assets alone (generally successful), buy a successful company (keyword is “successful”) and don’t screw it up, or buy a running company and mash it into yours. It should be no surprise that integration mergers carry an 80 percent failure rate because they literally blow up a working organization, and what is amazing is that this is the default choice. Look at EMC mergers and Dell mergers: The most visibly successful are the ones that left the companies intact.

Over the last three decades, Rob Enderle has worked as an inside (ROLM/Siemens/IBM) or outside (Dataquest, Forrester, Enderle Group) technology analyst. He thought it would be interesting to share the 16 immutable rules that most people actually running tech companies don’t seem to know.

These rules define the differences between a company that is doing well, like Apple, and a company that is failing, like RIM. They anticipate the mistakes and suggest fixes to major financial, operational and PR problems the firms experience and provide a primer for anyone wanting to be successful in this segment. Many are not segment-oriented and could apply to any business at any level, but some are specific to technology.

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