ACKNOWLEDGMENTS
THE I SSUESUCCESS IS A SERIOUS BUSINESS VULNERABILITY
1.A CLASSIC EXAMPLE: GENERAL MOTORS
2.WHY DOES THIS HAPPEN?
3.LEGACY THINKING AND BEHAVIORCAN BE AVOIDED: TOYOTA
4.BEWARE OF THE NINE SUCCESS-INDUCED TRAPS
PART Ⅰ TRAP#1 NEGLECT: STICKING WITHYESTERDAY'S BUSINESS MODEL
5.FACE REALITY, THEN AGGRESSIVELYTACKLE YOUR VULNERABILITIES
IBM, eBay, Agilent Technologies, Sony
6.REAPPLY WHAT WORKS
Fidelity Investments, Nucor, WaI-Mart, Toyota
PART Ⅱ TRAP#2 PRIDE: ALLOWINGYOUR PRODUCTS TO BECOME OUTDATED
7.UNIQUENESS: AN ABSOLUTE ESSENTIAL
Chrysler
8.MAKE WELL-ANALYZED BIG BETS
Verizon, Microsoft
9.CONTINUALLY REVITALIZE YOUR CORE PRODUCTSAND CAPITALIZE ON INFLECTIONPOINTS Texas Instruments, Toyota, EnCana
PART Ⅲ TRAP#3 BOREDOM:CLINGINGTO YOUR ONCE-SUCCESSFUL BRANDING AFTER IT BECOMES STALE AND DULL
1O.BE CLEAR AND CONCISE, BUT MOST OF ALLBE DISTINCTIVE
Procter & Gamble, McDonald's, Harley-Davidson
11.FOCUS RELENTLESSLY ON DETAILS AND EXECUTION
Starbucks
12.STAY RELEVANT
Coca-Cola, Procter & Gamble
PART Ⅳ TRAP#4 COMPLEXITY: IGNORING YOUR BUSINESS PROCESSES AS THEY BECOME CUMBERSOME AND COMPLICATED
13.DON'T WAIT FOR THE CRISIS
Schneider National, Bank One
14.DEMAND NEW APPROACHES TO "PROVEN" PROCESSES
Procter & Gamble, Samsung, Dell
PART Ⅴ TRAP#5 TRAP#5 BLOAT:RATIONALIZING YOUR LOSS OF SPEED AND AGILITY
PART Ⅵ TRAP#6 MEDIOCRITY:CONDONING POOR PERFORMANCE AND LETTING YOUR STAR EMPLOYEES LANGUISH
PART Ⅶ TRAP#7 LETHARGY:GETTING LULLED INTO A CULTURE OF COMFORT CASUALNESS,AND CONFIDENCE
PART Ⅷ TRAP#8 TIMIDITY:NOT CONFRONTING TURF WARS ,INFIGHTING,AND OBSTRUCTIONISTS
PART Ⅸ TRAP#9 CONFUSION :UMWITTINGLY PROVIDING SCHIZOPHRENIC COMMUNICATIONS
PART X THE KEY TO CONTINUAL SUCCESS:A QUESTIONING ATTITUDE
NOTES
INDEX
PART Ⅹ