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2024, 10:41 How The Mighty Fall | Notes & Review | vialogue

vialogue

my study journal

How The Mighty Fall | Notes & Review

By Via / June 14, 2013 / Ministry & Leadership, Reviews / Leave a comment
Jim Collins. How The Mighty Fall: And Why Some Companies Never Give In (http://www.amazon.com/How-
The-Mighty-Fall-Companies/dp/0977326411). HarperCollins, 2009. (222 pages)

(https://vialogue.wordpress.com/wp-content/uploads/2013/06/how-the-mighty-fall.jpg)

(How The Mighty Fall – MARKERS (https://vialogue.wordpress.com/wp-

content/uploads/2013/06/how-the-mighty-fall-markers.pdf).pdf.)

The Silent Creep of Impending Doom

…effective teaching: don’t try to come up with the right answers; focus on coming up with good
questions. (2)

History shows, repeatedly, that the mighty can fall. (2)

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Five Stages of Decline

All happy families are alike; each unhappy family is unhappy in its own way.

I’ve concluded that there are more ways to fall than to become great. (19)

All models are wrong; some models are useful – George E. P. Box

STAGE 1: HUBRIS BORN OF SUCCESS. Stage 1 kicks in when people become arrogant, regarding
success virtually as an entitlement, and they lose sight of the true underlying factors that created
success in the first place. When the rhetoric of success…replaces penetrating understanding and
insight…, decline will very likely follow. (21)

STAGE 2: UNDISCIPLINED PURSUIT OF MORE. Companies in Stage 2 stray from the disciplined
creativity that led them to greatness in the first place, making undisciplined leaps into areas where
they cannot be great or growing faster than they can achieve with excellence, or both. (21)

STAGE 3: DENIAL OF RISK AND PERIL. Those in power start to blame external factors for
setbacks rather than accept responsibility. (22)

STAGE 4: GRASPING FOR SALVATION. Common “saviors” include a charismatic visionary

leader, a bold but untested strategy, a radical transformation, a dramatic cultural revolution, a
hoped-for blockbuster product, “game changing” acquisition, or any number of other silver-bullet
solutions. (22)

STAGE 5: CAPITULATION TO IRRELEVANCE OR DEATH. …accumulated setbacks and

expensive false starts erode financial strength and individual spirit to such an extent that leaders
abandon all hope of building a great future. (22)

IS THERE A WAY OUT? …we do ourselves a disservice by studying only success. We learn more by
examining why a great company fell into mediocrity (or worse) and comparing it to a company that
sustained its success than we do by merely studying a successful enterprise. Furthermore, one of the
keys to sustained performance lies in understanding how greatness can be lost. Better to learn from
how others fell than to repeat their mistakes out of ignorance. | Second, I ultimately see this as a
work of well-founded hope. (24-25)

Stage 1: Hubris Born of Success

…it’s far better to create your own future, repeatedly, than to wait for external forces to dictate your
choices. (27-28)

…past accomplishment guarantees nothing about future success and an almost obsessive need for
self-initiated progress and improvement. (28)

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ARROGANT NEGLECT. Dating back to ancient Greece, the concept of hubris is defined as excessive
pride that brings down a hero, or alternatively (to paraphrase classics professor J. Rufus Fears),
outrageous arrogance that inflicts suffering upon the innocent. (29)

If you’re struggling with the tension between continuing your commitment to what made you
successful and living in fear about what comes next, ask yourself two questions:

1. Does your primary flywheel face inevitable demise within the next five to ten years due to forces
outside your control — will it become impossible for it to remain best in the world with a robust
economic engine?
2. Have you lost passion for your primary flywheel?

CONFUSING WHAT AND WHY. Like an artist who pursues both enduring excellence and shocking
creativity, great companies foster a productive tension between continuity and change. (36)

…the best corporate leaders we’ve researched remain students of their work, relentlessly asking
questions — why, why, why? — and have an incurable compulsion to vacuum the brains of people
they meet. To be a knowing person (“I already know everything about why this works, and let me
tell you”) differs fundamentally from being a learning person. (39)

Stage 2: Undisciplined Pursuit of More

OVERREACHING, NOT COMPLACENCY. …innovation can fuel growth, but frenetic innovation
— growth that erodes consistent tactical excellence — can just as easily send a company cascading
through the stages of decline. (49)

…perhaps people want to attribute the fall of others to a character flaw they don’t see in themselves
rather than face the frightening possibility that they might be just as vulnerable. (49)

OBSESSED WITH GROWTH.

If Merck had underpromised and overdelivered as a consistent

practice, we might not be writing about Merck’s spectacular
tumble. But that’s the problem; hubris can lead to making brash
commitments for more and more and more. And then one day, just
when you’ve elevated expectations too far, you fall. Hard.

We try never to forget that medicine is for the people. It is not for the profits. The profits follow,
and if we have remembered that, they have never failed to appear. – George Merck II, 1950

…those who resisted the pressures to succumb to unsustainable short-term growth delivered better
long-term results by Wall Street’s own definition of success, namely cumulative returns to investors.
Those who built the great companies in our research distinguished between share value and share
price, between shareholders and shareflippers, and recognized that their responsibility lay in building
shareholder value, not in maximizing shareflipper price. The greatest leaders do seek growth —
growth in performance, growth in distinctive impact, growth in creativity, growth in people — but
they do not succumb to growth that undermines long-term value. And they certainly do not confuse
growth with excellence. Big does not equal great, and great does not equal big. (54)

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BREAKING PACKARD’S LAW. Discontinuous leaps into arenas for which you have no burning
passion is undisciplined. Investing heavily in new arenas where you cannot attain distinctive
capability, better than your competitors, is undisciplined. Launching headlong into activities that do
not fit with your economic or resource engine is undisciplined. Addiction to scale is undisciplined. To
neglect your core business while you leap after exciting new adventures is undisciplined. To use the
organization primarily as a vehicle to increase your own personal success — more wealth, more
fame, more power — at the expense of its long-term success is undisciplined. To compromise your
values or lose sight of your core purpose in pursuit of growth and expansion is undisciplined. (55)

…a great company is more likely to die of indigestion from too much opportunity than starvation
from too little. (55)

…no company can consistently grow revenues faster than its ability to get enough of the right people
to implement that growth and still become a great company. (55)

…a Stage 2 company can fall into a vicious spiral. You break Packard’s Law and begin to fill key seats
with the wrong people; to compensate for the wrong people’s inadequacies, you institute
bureaucratic procedures; this in turn, drives away the right people (because they chafe under the
bureaucracy or cannot tolerate working with less competent people or both); this then invites more
bureaucracy to compensate for having more of the wrong people, which then drives away more of
the right people; and a culture of bureaucratic mediocrity gradually replaces a culture of disciplined
excellence. When bureaucratic rules erode an ethic of freedom and responsibility within a framework
of core values and demanding standards, you’ve become infected with the disease of mediocrity. (56)

If I were to pick one marker above all others to use as a warning

sign, it would be a declining proportion of key seats filled with the
right people. Twenty-four hours a day, 365 days a year, you should
be able to answer the following questions: What are the key seats in
your organization? What percentage of those seats can you say
with confidence are filled with the right people? What are your
plans for increasing that percentage? What are your backup plans
in the event that a right person leaves a key seat?

One notable distinction between wrong people and right people is that the former see themselves
as having “jobs,” while the latter see themselves as having responsibilities. (57)

…while no leader can single-handedly build an enduring great company, the wrong leader vested
with power can almost single-handedly bring a company down. Choose well. (62)

Stage 3: Denial of Risk and Peril

When making risky bets and decisions in the face of ambiguous or conflicting data, ask three
questions:

1. What’s the upside, if events turn out well?

2. What’s the downside, if events go very badly?
3. Can you live with the downside? Truly?

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Reorganizations and restructurings can create a false sense that

you’re actually doing something productive. Companies are in the
process of reorganizing themselves all the time; that’s the nature of
institutional evolution. But when you begin to respond to data and
warning signs with reorganization as a primary strategy, you may
well be in denial. It’s a bit like responding to a severe heart
condition or a cancer diagnosis by rearranging your living room.

There is no organizational utopia. All organizational structures have trade-offs, and every type of
organization has inefficiencies. (80)

Stage 4: Grasping for Salvation

The signature of mediocrity is not an unwillingness to change. The signature of mediocrity is chronic
inconsistency. (92)

When we find ourselves in trouble, when we find ourselves on the

cusp of falling, our survival instinct—and our fear—can evoke
lurching, reactive behavior absolutely contrary to survival. The
very moment when we need to take calm, deliberate action, we run
the risk of doing the exact opposite and bringing about the very
outcomes we most fear.

Stage 5: Capitulation to Irrelevance or Death

You can be profitable and bankrupt. (104)

We found two basic versions of Stage 5. In the first version, those in power come to believe that
capitulation offers a better overall outcome than continuing to fight. In the second version, those in
power continue the struggle, but they run out of options, and the enterprise either dies outright or
shrinks into utter irrelevance compared to its previous grandeur. (105)

And when you abandon hope, you should begin preparing for the
end.
DENIAL OR HOPE. The point of the struggle is not just to survive, but to build an enterprise that
makes such a distinctive impact on the world it touches, and does so with such superior
performance, that it would leave a gaping hole–a hole that could not be easily filled by any other
institution–if it ceased to exist. (111-112)

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Well-Founded Hope

A crisis is a terrible thing to waste. – Dick Clark, CEO of Merck

…the Gerstner philosophy: the right leaders feel a sense of urgency in good times and bad, whether
facing threat or opportunity, no matter what. (117)

And if you’ve already taken a fall and you do face a genuine crisis, the sooner you break the cycle of
grasping for salvation the better. The path to recovery lies first and foremost in returning to sound
management practices and rigorous strategic thinking. (117)

The point being being, however you slice it, lack of management discipline correlates with decline,
and passionate adherence to management discipline correlates with recovery and ascent. (118)

When the world spins out of control, when external tumult threatens to upend our best-laid plans,
does our destiny remain in our own hands? Or must we accept that creative destruction reigns
supreme and that success will be short and fleeting, even for the very best? Our research shows that it
is possible to build a great institution that sustains exceptional performance for multiple decades,
perhaps longer, even in the face of chaos, disruption, uncertainty, and violent change. In fact, our
research shows that if you’ve been practicing the principles of greatness all the way along, you should
get down on your knees and pray for severe turbulence, for that’s when you can pull even further ahead of
those who lack your relentless intensity. But beware: if you get caught in the stages of decline during
turbulent times — if you succumb to hubris, overreaching, denial, and grasping for quick fixes —
your fall will be faster and more violent than in stable times. (119)

If you’ve fallen into decline, get back to solid management disciplines–now! (119)

…circumstances alone do not determine outcomes. (120)

…the main message of our work remains: we are not imprisoned by our circumstances, our
setbacks, our history, our mistakes, or even staggering defeats along the way. We are freed by our
choices. (120)

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The signature of the truly great versus the merely successful is not
the absence of difficulty, but the ability to come back form setbacks,
even cataclysmic catastrophes, stronger than before. Great nations
can decline and recover. Great companies can fall and recover.
Great social institutions can fall and recover. And great individuals
can fall and recover. As long as you never get entirely knocked out
of the game, there remains always hope.

Failure is not so much a physical state as a state of mind; success is falling down, and getting up one
more time, without end. (123)

— VIA —

The fundamental principles of life, the insights of perception and emotional management, the
inspiration of redemption and salvation, and the message of hope are all reasons why I love reading
books like this. I am continually inspired and in awe at how reading about the behavior of companies
and businesses reflect with such insight the core of human activity.

About Via

www.kevinneuner.com
View all posts by Via →

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