bank of america 5 stages of decline stage one your primary flywheel hard work and focus on core...
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Bank of America
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5 stages of decline
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STAGE ONE
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YOUR PRIMARY FLYWHEEL
• Hard work and focus on core competencies. • Evolve core business in a never ending
creative renewal.
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DISCOUNT YOUR OWN SUCCESS
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STAGE TWOUNDISCIPLINED PURSUIT OF
MORE
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CONFUSING GROWTH WITH EXCELLENCE!
“George Merck, Paul Galvin, Bill Hewlett and David Packard viewed expanding not as the end
goal, but as a residual result of pursuing their core purpose. Later generations forgot this
lesson. Indeed, they inverted it.”
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STAGE 3DENIAL OF RISK AND PERIL
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• MOTOROLA Iridium• An engineer came up with the idea of satellite phone.• It started as a small experimental project.• In 1991 Motorola spun out Iridium in a separate company.• By 1996 Motorola had invested $537 million.• Iridium launched in 1998.• The very next year Iridium filed for bankruptcy.
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MAKING BIG BETS IN THE FACE OF MOUNTING EVIDENCE IN THE CONTRARY
• As companies move into stage 3, we begin to see the cumulative effects of previous stages.
• This describes what happened with Iridium.• TI’s investment in DSP Chips.• TI dared to take a big leap, it based its decision on a firm
foundation of proven success.• Audacious goals stimulate progress, but big bets with out
empirical validation can bring companies down.
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TAKING RISK BELOW THE WATERLINE
• Bill Gore, founder of W.L.Gore & Associates, articulated a helpful concept for decision and risk taking. “Waterline” principle.
• Decisions gone bad will blow a in the side of the ship.• If you blow a hole above the waterline, you can patch the hole
and learn from the experience.• But if you blow a hole below the waterline, you will find your
self in trouble.• Great enterprises do make big bets, but the avoid big bets
that could blow hole below the waterline.
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• 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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A CULTURE OF DENIAL
• Companies can also gradually weaken, and as they move deeper into stage 3, they begin to accumulate warning signs.
• Deteriorating in gross margin, current ratio or debt-to-equity ratio.
• Change in Leadership-Team Dynamics.• Power Blame.
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Stage 4:GRASPING FOR SALVATION
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• Stage 4 begins when an organization reacts to a downturn by lurching for a silver bullet.
• The key point is that they go for a quick , big solution or bold stroke to jump-start a recovery.
• Companies stuck in stage 4 try all sorts of new programs, new fads, new strategies, new visions, new cultures, new breakthrough, new acquisition and new saviors.
• And when one silver bullet fails they go for another, and then another.
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Stage 5:Capitulation To Irrelevance Or Death
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• 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.
• In some cases, their leaders just sell out;• In other cases, the institution atrophies into
utter insignificance;• And in the most extreme cases, the enterprise
simply dies outright.
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Is there a way out?
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NUCORNORDSTROMDISNEYIBM
Never give in
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BUT NEVER GIVE UP YOUR CORE PURPOSE
Be willing to change tactics,
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BUT NEVER GIVE UP ON THE IDEA OF BUILDING A GREAT COMPANY.
Be willing to kill failed business ideas, even to shutter big operations you’ve been in for a long time
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BUT NEVER GIVE UP ON THE DISCIPLINE TO CREATE YOUR OWN FUTURE.
Be willing to embrace the inevitability of creative destruction,
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BUT NEVER GIVE UP FAITH IN THE ABILITY TO PREVAIL.
Be willing to embrace loss, to endure pain, to temporarily lose freedoms,
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Success is falling down, and getting up one more time, without end.
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http://www.youtube.com/watch?v=_PE5V4Uzobc
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THANK YOU!
GROUP:ASADULLAH NAQVI
DANIYAL KHANMEHAK ZAHIDRABIA AHMAD