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"Wise. Relevant. Riveting." -Jim Collins, author of Good to Great
Denial is the unconscious belief that a certain fact is too terrible to face and therefore cannot be true. It turns challenges into crises, dilemmas into catastrophes. It's the single greatest obstacle business leaders face.
Now Harvard business School professor Richard S. Tedlow tackles two essential questions: Why do so many sane, smart leaders often refuse to accept and act on the facts that threaten their companies and careers? And how do we find the courage to resist denial when facing new trends, changing markets, and tough new competitors?
Tedlow highlights strategies the best leaders use to face hard facts and turn challenges into opportunities. His book will help you become one of them.
Preface to the Paperback Edition xiii
Introduction 1
Part I Getting It Wrong
1 Shooting the Messenger: Henry Ford and the Model T 7
2 What Denial Is, and Is Not 30
3 The Technological Chasm: Denial in the Tire Industry 39
4 "They Just Didn't Believe These Things Were Happening": Denial at the A&P 57
5 The Edifice Complex: Denial at Sears 78
6 Success Today vs. Success Tomorrow: Denial and the IBM PC 96
Act I The IBM System/360 99
Act II IBM and the PC 105
Act III IBM's Comeback 114
7 Coke's New Formula for Denial 116
8 The Madness of Crowds: Delivering Denial at Webvan 129
9 Strategy, Structure, and Facing Facts at DuPont 145
10 "Why Shouldn't You and I Walk Out the Door...?": A New Perspective at Intel 163
11 Data-Driven Emotional Intelligence: Tylenol's Comeback 182
12 A New Point of View 204
Acknowledgments 217
Notes 219
Bibliography 243
Index 255
Anonymous
Posted July 20, 2010
No text was provided for this review.
Anonymous
Posted May 31, 2010
No text was provided for this review.
Overview
"Wise. Relevant. Riveting." -Jim Collins, author of Good to Great
Denial is the unconscious belief that a certain fact is too terrible to face and therefore cannot be true. It turns challenges into crises, dilemmas into catastrophes. It's the single greatest obstacle business leaders face.
Now Harvard business School professor Richard S. Tedlow tackles two essential questions: Why do so many sane, smart leaders often refuse to accept and act on...