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Rightsizing your business
Industry Week 12/16/2009
by Jill Jusko
Rightsize. It is a term and a decision that wormed its way into many a manufacturer's strategy in 2009 as the economy dived precipitously in the past year and then stayed down. On the other hand, rightsizing may be about growth, if not immediately then as the economy recovers. Bain & Company's Gottfredson, who is co-author of "The Breakthrough Imperative," describes rightsizing as simply building to the right scale and volume. Gottfredson readily admits that his bias is toward producing at a capacity that is just slightly below demand, pointing to Nintendo's Wii as a good example of a product that has successfully produced at that rate. "Not a lot [below demand], though, or customers could take business away from you."
Go to Industry Week
Simplicity can untangle complex business issues
Investor's Business Daily 7/24/2009
by Morey Stettner
Companies tend to grow more complex every day. Introducing new products and processes makes matters worse. When you impose a new procedure, it's easy to think, "This solves a problem." But complexity raises costs and stifles growth, says Mark Gottfredson, a partner in the Dallas office of the Bain & Company, consulting firm. By striving for simplicity, effective managers prevent bureaucracy from suffocating the business.
Go to Investor's Business Daily
Managing to survive: Business management books - When business is not as usual
Publisher's Weekly 6/8/2009
by Natalie Danford
Business management books have been dealt a serious blow by the current economy. One consolation is a recession may in fact increase the need for business books, or so publishers hope. Few people know more about the business management category than 800 CEO Read founder Jack Covert and president Todd Sattersten. Both agree that sales have slowed somewhat, and both believe that the year's "big book" has yet to arrive. They are confident, however, that one or two trends are sure to emerge soon and reinvigorate the category. Bain & Company's book The Breakthrough Imperative is among their top five picks for that next big thing.
Go to Publisher's Weekly
The sign of four
Outlook Business 3/7/2009
by Kunal N Talgeri
By the hundredth page of The Breakthrough Imperative, readers may feel they have read this before. Actually, therein lies the strength of this well-crafted management book: authors Mark Gottfredson and Steve Schaubert dole out the information in a way that readers stay with the duo when they're supposed to, even ahead of them when they're supposed to stay ahead of them. In this lucid narrative, there is new information in the right parts.
Go to Outlook Business
Bank chiefs sit in jobs turned sour
International Herald Tribune 2/27/2009
by Michael J. de la Merced
Across corporate America, the imperial chief executives of yesteryear are disappearing. Beyond activist shareholders, public scorn and irate legislators they deal with, would-be executives must also contend with legal issues for troubles that befall a company during their tenures, according to Mark Gottfredson, the head of the global performance improvement practice for Bain & Company.
Go to International Herald Tribune
Bank chiefs sit in jobs turned sour
New York Times 2/27/2009
by Michael J. de la Merced
Those who study the tenures of chief executives are finding that lengthy reigns at the top of companies are a fading memory. According to Mark Gottfredson, the head of the global performance improvement practice for Bain & Company, the average tenure of a chief executive has fallen over time to eight years from 10 years. Nearly 40 percent of chief executives, men and women accustomed to succeeding their whole careers, will not have a second anniversary.
Go to New York Times
Hard-edged diagnostic of business critical in downturn
Business Line (The Hindu) 2/19/2009
by D. Murali
Costs and prices always decline. Competitive position determines options. Customers and profit pools don't stand still. Simplicity gets results. These are the four laws that Breakthrough Imperative - How the Best Managers achieve outstanding results discusses in detail. A mastery of these apparently simple-sounding laws can be the foundation on which to build your management strategy, advises Mark A. Gottfredson, a co-author of the book, and Partner, Bain & Company, Inc., US.
Go to Business Line (The Hindu)
La mayoría cree que sabe en qué negocio está, pero suelen equivocarse
El Cronista 2/4/2009
by Estefanía Giganti
The expert reveals why, at the time of achieving business results, some executives succeed while other don't. When a leader assumes a position in a business unit or a whole company for the first time, all eyes are on him. He must quickly show results in response to the multiple pressures from directors and shareholders. He must quickly decide what to do and in which order, considering that at the beginning everything seems to be a matter of life or death. But what is the reason why some leaders obtain outstanding results and other don't? Although it is not an easy question, Mark Gottfredson and Steve Schaubert, consultants at Bain & Company, try to provide an answer to it in their book "The Breakthrough Imperative", published by Norma.
Spanish language
Go to El Cronista
Strategies to surge ahead in business
The Hindu 1/20/2009
by M.S.S. Varadan
The Breakthrough Imperative is a book all about getting breakthroughs when faced with formidable odds. Interestingly the authors' statement that globalisation and geo-politics have added risk and complexity to basic decisions has come true.
Go to The Hindu
The long tail
Economist.com 1/5/2009
Companies have always had a strong incentive to come up with new products and services. The rate of introduction of new products and services has accelerated rapidly in recent years. This growth has led people to suggest that in future companies will be producing for a market of one. In their book "The Breakthrough Imperative", Mark Gottfredson and Steve Schaubert quote research findings showing that less complex companies grow 80-100% faster than the most complex companies.
Go to Economist.com
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