Shape Your Future
Suppose that you are an executive leader in a highly coherent company—one that has successfully closed the gap between strategy and execution. After a few years, your company achieves sustained success. It crosses a threshold and becomes a mature competitor. Your customers, employees, suppliers, distributors, contractors, and investors are loyal to your company; you have ample reason to believe it is special. You internalize that perspective. Even though you know better, maybe you even start to believe that you can do no wrong.
You and your company are about to be tested.
Just about every successful, coherent company we studied for this book has gone through a daunting episode of self-discovery, where the organization realizes ...