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The Secret Rules of Business Success (or Failure)

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

    Leading means folks follow you because they want to. Managers create structures that appear to force actable behavior, but instead create bureaucracies where process trumps progress. About the same time Apple went from being managed to being led (late '90s), Microsoft went from being led to being managed. The contrast is obvious. Leaders build companies and managers contain costs. You generally can’t win a market with a cost containment strategy any more than you can win a race by weight loss alone. A leader focuses on the goal and assures the winning result and a manager is often good at showcasing success with metrics and using them as an excuse to explain a loss. Both can blindly go in the wrong direction and destroy companies. A manager is often better during a company turnaround, but market leadership requires a leader CEO who isn’t directionally impaired.

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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)-14

    Leading means folks follow you because they want to. Managers create structures that appear to force actable behavior, but instead create bureaucracies where process trumps progress. About the same time Apple went from being managed to being led (late '90s), Microsoft went from being led to being managed. The contrast is obvious. Leaders build companies and managers contain costs. You generally can’t win a market with a cost containment strategy any more than you can win a race by weight loss alone. A leader focuses on the goal and assures the winning result and a manager is often good at showcasing success with metrics and using them as an excuse to explain a loss. Both can blindly go in the wrong direction and destroy companies. A manager is often better during a company turnaround, but market leadership requires a leader CEO who isn’t directionally impaired.

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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