By Donald R. Keough
From Publishers Weekly A former president of the Coca-Cola corporation, Keough has assembled an enviable Rolodex in his eighty one years, and his e-book counts invoice Gates, Jack Welch and Warren Buffett between its champions. His classes draw upon his lengthy and sundry career—from his early days as a philosophy significant to his first task as a television activities announcer and employment at Butternut espresso and Coca-Cola—and contain an inventory of tongue-in-cheek principles certain to make the follower a real loser in company: from surrender taking hazards and be rigid to do not take time to imagine and be petrified of the long run. Keough helps his commandments with tales of industrial error and screw ups, either his own—the roll-out of recent Coke, for example—and these of others—namely, Schlitz beer and IBM. whereas the author's transparent and inspiring tone and renown in the enterprise neighborhood will most likely garner his attempt exposure, the unoriginality of the material—all ordinary business-book fare easily phrased within the negative—keeps this well-meaning ebook from status out or providing unique recommendation to company leaders available in the market for a bit self-improvement. *(Aug.)* "" Copyright © Reed company details, a department of Reed Elsevier Inc. All rights reserved." From Booklist Keough, a distinguished company government, bargains a point of view on failure that's specially acceptable to leaders who've attained a point of good fortune. With a foreword through his longtime pal and affiliate Warren Buffett, the popular investor, the writer provides a bankruptcy on every one of his 10 commandments for failure and provides an advantage bankruptcy approximately how wasting ardour for paintings and for all times is a definite path to disaster. His failure commandments comprise cease taking dangers; be rigid; isolate your self; think infallibility; play the sport on the subject of the foul line (which bargains thoughtful commentary on ethics); don’t take time to imagine; placed all of your religion in outdoors specialists; love your forms; ship combined messages; and be terrified of the longer term. Keough’s e-book is wealthy with examples of failure, and he provides recommendation on find out how to get over errors whereas studying from them and relocating forward. this can be an outstanding booklet with helpful perception for company executives and people intending to company management. --Mary Whaley
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Additional info for 10 Commandments for Business Failure
That six-and-a-half-ounce green, curvaceous bottle was how God meant Coca-Cola to be sold—“a single thing”—and by God that’s how we would sell it no matter what consumers wanted! By the end of World War II at Coca-Cola, executives were so firmly set in their ways they could have stopped the growth of the business. Coca-Cola wasn’t born in the bottle. It was concocted in 1886 by one John S. Pemberton at Jacobs’ Pharmacy, an Atlanta drugstore. For years its origin dictated the way Coca-Cola was sold—in a glass, only over drugstore soda fountains.
The result? Southwest Airlines made profits in an industry that some investors had already pronounced hopeless. ) To fail, then, be inflexible. However, I want to be clear about this: Flexibility is not a virtue in and of itself. Neither is it a shield for the fainthearted to hide behind in order to waffle around and never make a hard decision. Flexibility and the ability to adapt is an essential attribute of leadership that goes beyond simple managerial, operational skills, or technical competence.
You will fail. ” —Machiavelli THERE ARE SO MANY examples of severe pigheaded inflexibility in companies that once represented a leading edge of innovation that they are simply too numerous to count. We’ve all seen people in high places in high-tech firms sitting back in a self-satisfied, thumb-sucking mode, assuring one another that everything was wonderful while the business itself was beginning a dance toward slow death. I was on an advisory board of IBM World Trade Americas during the 1970s and on into the mid-1980s and everything was wonderful at IBM.