What Is Your Key Product?
Imagine you’ve been offered a job running an important subsidiary of a major company. You’ll be expected to deliver a profit year after year even though you can’t change anything—nothing at all—about the one key product your organization produces. Not only that, but if you were to start turning out a better product, the parent company would reach down and take your best assets. Would you accept that job?
You might if you were a baseball fan. This is exactly the challenge faced by the general manager of ...