Chapter 8. Three Live Case Studies
Three Important Organizations in Trouble
This chapter is controversial for at least three reasons:
- It is about some of the most powerful and important organizations of our time.
- It argues that these organizations are headed downward on the lifecycle curve.
- It suggests what these organizations could do and should not do.
How on earth do I believe I have the knowledge, the background, or the position to tell such organizations to fundamentally change their business? Who do you think you are, critics will say?
I don’t buy the argument that constructive criticism can and should only come from people in authoritative positions. The organizations I challenge are all vastly important for our societies; they have crucial ...
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