Leaders and managers and if everyone in general, we refuse to look ahead to what longer, to divest it already does not, to let die, or even eliminate that strategy, business or product that was his time .
We cling to what we decide and justify it tooth and nail to protect our ego. We tend to repeat again and again, and we do what we've always done that ever worked.
is understandable that our emphasis is on the life and reproduction; but for this to occur there must be death. that death is the process of creating reactive, free resources, refocus energies and enable new directions.
many mistakes have been committed in the business world does not respect the "death processes" , by calling them somehow, and not wanting to face. A business opportunity is eroded over time, a lost competitive edge angle and an entrepreneur or executive star fall into comfort zone and just stellate.
Nobody likes to talk of death but is as vital as life itself. As if it were the four seasons, death is another stage in a cycle, so you should look at nature and learn from their systemic and organizational logic.
Reengineering is similar to apoptosis, or programmed cell death, is a genetically defined cell death that occurs physiologically during the renovation and immune system regulation. The mechanisms that regulate cell death are essential for normal development and maintenance of homeostasis (equilibrium / balance).
Apoptosis comes from the Greek: "falling leaves of a tree or petals of a flower" in the words of Dr. Jorge Fernández, director of Radiology at San José Hospital in Monterrey, apoptosis could be the equivalent of the Holy Grail of medicine, for the many ramifications and implications that carries.
As in life, business cycles are circular: new players enter and go to market, the big fall, the guys are great, some renewed, others die.
little less than a decade, the consultant and Professor Arie De Geus found that the average life of companies in Japan is 12.5 years, while Germany had decreased from 45 to 18 years in France from 13 to 9 years and in England from 10 to 4 years.
is understandable that our emphasis is on the life and reproduction; but for this to occur there must be death. that death is the process of creating reactive, free resources, refocus energies and enable new directions.
many mistakes have been committed in the business world does not respect the "death processes" , by calling them somehow, and not wanting to face. A business opportunity is eroded over time, a lost competitive edge angle and an entrepreneur or executive star fall into comfort zone and just stellate.
Nobody likes to talk of death but is as vital as life itself. As if it were the four seasons, death is another stage in a cycle, so you should look at nature and learn from their systemic and organizational logic.
Reengineering is similar to apoptosis, or programmed cell death, is a genetically defined cell death that occurs physiologically during the renovation and immune system regulation. The mechanisms that regulate cell death are essential for normal development and maintenance of homeostasis (equilibrium / balance).
Apoptosis comes from the Greek: "falling leaves of a tree or petals of a flower" in the words of Dr. Jorge Fernández, director of Radiology at San José Hospital in Monterrey, apoptosis could be the equivalent of the Holy Grail of medicine, for the many ramifications and implications that carries.
As in life, business cycles are circular: new players enter and go to market, the big fall, the guys are great, some renewed, others die.
little less than a decade, the consultant and Professor Arie De Geus found that the average life of companies in Japan is 12.5 years, while Germany had decreased from 45 to 18 years in France from 13 to 9 years and in England from 10 to 4 years.
stages or cycles of a company are:
I. Revolutionary Stage / Birth. The new company is irreverent, rebellious and highly original.
I. Revolutionary Stage / Birth. The new company is irreverent, rebellious and highly original.
II. Growth stage. Broadcast and grow successful product.
III. Consolidation stage. The target audience appreciates the brand and the best the company became a leader.
IV. Complacency stage. managers begin to make mistakes and work mostly of omission. Bureaucracy and lack of control paradoxically generate inflexible schemes that keep the company of new opportunities.
V. Erosion Stage (Or failing Update). a process is active low, managers lose clarity in decision-making. General Motors, for example, or 25 years of lost market share made it change.
VI. Stage of Death (or reinvention). Renacer
necessarily mean having to suffer the death of the old version of yourself and / or your company.
In a comparison of apoptosis , reborn forces you to "kill the sacred cells" and adopt new and vital elements, typically come out of the system to update the dominant paradigm.
This approach is also applicable on several fronts:
A business portfolio level, business groups had to learn to hit, to say goodbye to some units business did not fit with its strategic direction.
level of product lines, some have to be removed to provide living space for new ventures.
IV. Complacency stage. managers begin to make mistakes and work mostly of omission. Bureaucracy and lack of control paradoxically generate inflexible schemes that keep the company of new opportunities.
V. Erosion Stage (Or failing Update). a process is active low, managers lose clarity in decision-making. General Motors, for example, or 25 years of lost market share made it change.
VI. Stage of Death (or reinvention). Renacer
necessarily mean having to suffer the death of the old version of yourself and / or your company.
In a comparison of apoptosis , reborn forces you to "kill the sacred cells" and adopt new and vital elements, typically come out of the system to update the dominant paradigm.
This approach is also applicable on several fronts:
A business portfolio level, business groups had to learn to hit, to say goodbye to some units business did not fit with its strategic direction.
level of product lines, some have to be removed to provide living space for new ventures.
and leaders also have to be renewed. There leaders for different times: ones that work best for the growth, others are better in the consolidation.
force implies Continue to start over, again and again. If there is exploration, adventure and daring, incurs the risk that the business is eventually sync the environment and the leaders confused about where they lost their way.
"When capital and technology are accessible to everyone, what makes the difference is the quality of human capital."
Tom Peters
