why smart executives fail

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    Why Smart Executives Fail:And What You Can Learn from Their Mistakes

    Professor Sydney FinkelsteinSteven Roth Professor of ManagementTuck School of Business at Dartmouth

    www.whysmartexecutivesfail.com

    The Turnaround Finance GroupSpring Event at Kasteel Nyenrode

    April 16, 2005

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    Why Smart Executives Fail

    ExecutiveMindsetFailures

    Delusions of aDream Company

    Confidential. Do not quote or copy without written permission. Sydney Finkelstein, 2003.

    OrganizationalBreakdowns

    LeadershipPathologies

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    The Commission on the Intelligence Capabilities of theUnited States Regarding Weapons of Mass Destruction

    March 31, 2005

    Analysts did not question the hypotheses underlyingtheir conclusions, and tended to discount evidencethat cut against those hypotheses.

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    Why Smart Executives Fail

    ExecutiveMindsetFailures

    Delusions of aDream Company

    Confidential. Do not quote or copy without written permission. Sydney Finkelstein, 2003.

    OrganizationalBreakdowns

    LeadershipPathologies

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    I. Executive Mindset Failures

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    Executive Mindset FailuresStrategy gone bad: doing the wrong thing

    Inaccurate view of reality

    Negative transfer

    One best way

    Ignoring change

    The Perfect StormFallacy

    WebvanMotorola

    NapoleonSnapple

    Saatchi & SaatchiRubbermaid

    Boston Red SoxBritannica

    LTCM

    Chrysler

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    II. Delusions of a Dream Company

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    Delusions of a Dream Company How Executives avoid facing reality

    The Firm

    Just Say No

    Disrespecting competitors

    Customers and suppliers arewrong!

    EnronInternet Start-ups

    Barings Bank Snow Brands

    BarneysInternet Start-ups

    SchwinnRubbermaid

    Confidential. Do not quote or copy without written permission. Sydney Finkelstein, 2002.

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    III. Organizational Breakdowns

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    Organizational Breakdowns Tracking down the lost signals

    Communication and control breakdowns

    Break all the rules

    No oversight

    Inappropriate incentives

    Boston Red SoxBlack Hawks 1994

    Saatchi & SaatchiBankers Trust

    WorldComSony

    MotorolaLucent

    Confidential. Do not quote or copy without written permission. Sydney Finkelstein, 2003.

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    IV. Seven Habits of SpectacularlyUnsuccessful People

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    Habit # 1: Illusion of PersonalPreeminence

    Corporate ExamplesMartha Stewart

    Mossimo

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    Habit # 2: The Company is Mine

    Corporate Examples

    Adelphia

    Tyco

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    Habit #3: All the Answers

    Corporate Examples:

    Wang Laboratories

    Rubbermaid

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    Habit #4: My Way or the Highway

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    Habit # 5: Obsessed with Image

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    Habit # 6: Disregarding MajorObstacles

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    Habit # 7: Inability to Learn

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    Top 5 Takeaways

    1. Test assumptions!

    2. Teams win more than leaders win.

    3. Make it easy to tell the truth.

    4. Track warning signs like your business depended on it.

    5. Only dead companies make no mistakes.

    http://mu.motorola.com/index.shtmlhttp://mu.motorola.com/index.shtml