Corporate Survival Strategy - Breakthrough Management
We are in an age of enormous change in business and industry. Change can be a source of opportunities for business. It can also threaten an organisation’s survival. Today’s king is not guaranteed to be tomorrow’s emperor. We have seen this in history and politics, and we see it in business also. While at times, corporations themselves hasten their downfall by questionable decisions, at other times entrepreneurial start-ups with some luck rapidly make their way to the top. Most of the firms that dominated the old order usually disappear, replaced by new players operating in new relationships under new rules. There is no magic formula for success. The question we face is how to find the opportunity in changing environment and thus survive. Often the only way they can do so is by transforming their own business models in fundamental ways by adopting Breakthrough Management Strategy. A breakthrough management strategy is a springboard, not a perfect landing; a conversation provoker, not a definitive answer; a starter's gun, not a finish line. It's something that makes us stand up and take notice, not sit down and work out the application of a specific formula.
The age of corporate management can be divided in to three parts, Controlled management era, Kaizen and Breakthrough management era. The key to breakthrough management is to learn what has been learnt and learn new strategies. The opportunities lie in putting all block together & creating a fresh system of focused enterprise where it doesn’t exist earlier. It involves larger leaps of understanding, demanding a new way of seeing the whole enterprise, taking a much larger risk since there is often considerable uncertainty about future outcomes, considerable opposition to the proposal and questions about the practicality or cost of the project but if the breakthrough management strategy does work, the rewards can be tremendous as new globalize environment requires constant & frequent innovation efforts. Since time is too short to rely on incremental innovation only, Breakthrough Management strategy is more and more mandatory for Indian Industries. Key Words: Breakthrough Management Strategy, Competition, India, Innovation
There is a famous golden word, “Don’t give fishes, but teach how to fish”. Most advance countries gave us lot of fishes and still they are providing only fishes, never teach how to fish. As we understand, this fish means solution, money and any help. For example, advance countries have provided many successful cases and financial aids (Fishes) to developing countries. I am not denying these kinds of assistances provided by advances countries. However, there is a big problem in such a “fish assistant behavior” from the view point of under developed and developing countries. This fish assistant behavior creates many problems in long run. This is time to know how to fish and how to create solutions for ourselves and for our economy.
For the same Indian Industries need transformations through changes not only in their infrastructure, product, marketing and selling strategies, organization policies but also in their thinking process for innovation with strong thrust on building competitiveness not only for present but also for future. One important aspect of building competitiveness is to create Visionary Leaders that can transform the culture in India to create a “uniqueness” about Indian companies that puts them ahead of all others in era of LPG. These visionary leaders should be capable of Innovation and Breakthrough Thinking to envision future concepts, products and become trend-setters in business, thereby transforming the Indian Industry.
Since business management and innovation has always been among he most crucial drivers of success but today it become clear that...
References: Amabile, T.M. (1993), “The Social Psychology of Creativity, Springer”, New York, NY.
Andrews, J., Smith, D.C (1996), "In search of the marketing imagination: factors affecting the creativity of marketing programs for mature products", Journal of Marketing Research, pp.174-187.
Angeli, P (1995), "Thinking out of the box: a new approach to product development", Business Horizons, pp.18-22.
Calantone, R.J, Li, T (1998), "The impact of market knowledge competence on new product advantage: conceptualization and empirical examination", Journal of Marketing, pp.13-29.
Chandy, R.K., Tellis, G.J (1988), "Organizing for radical product innovation: the overlooked role of willingness to cannibalize", Journal of Marketing Research.
Hodock, C.L (1990), "Strategies behind the winners and losers", The Journal of Business Strategy.
Kotler, P (2005), Marketing Management, Prentice Hall, Upper Saddle River, N.D.
Mikel Harry, and Mr. Richard Schroeder (2004), “Six Sigma: the Breakthrough Management Strategy Revolutionizing the World’s Top Corporations, Free Press, New York, NY.
Millson, M.R., Raj, S.P, Wilemon, D. (1992), "A survey of major approaches in new product development", Journal of Product Innovation Management, pp.53-69.
Porter, M (1985), “Competitive Advantage”, Free Press, New York, NY
Reddy, S.K., Holak, S.L, Bhat, S (1994), "To extend or not to extend: success determinants and line extensions", Journal of Marketing Research, pp.243-62.
Shiba, S. and Walden, D., Four Practical Revolutions in Management, Portland, Oregon: Productivity Press, 2001.
Shiba, S., Breakthrough Management – The Indian Way II, Gurgaon: CII, 2005.
Shiba, S. and The First Learning Community For Breakthrough Management- The Indian Way III, Gurgaon: CII, 2005.
Wyner, G.A. (1998), "Rethinking product development", Marketing Research, pp.49-51.
Please join StudyMode to read the full document