This is the folly of enlisting marginal cost analysis to guide the next resource-allocating decision instead of full cost analysis. As Clayton Christensen points out, we intentionally bias ourselves to justify the next investment. To change, then, is to fight against the edifice of investment we built with our own hands. When you fight against it, you become a heretic. No wonder most innovations must come from skunk works far from the mother ship.
Both management and the union resisted change because it represented the specter of personal loss. Now both will go down together.
Timothy R. Clark is the CEO and founder of TRClark LLC, a management consulting and leadership development organization. His newest book, "The Employee Engagement Mindset," has just been released from McGraw-Hill. Email: trclark@trclark.net
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Timothy R. Clark, Ph.D., is an author, international management consultant, former two-time CEO, Fulbright Scholar at Oxford University and Academic all-American football player at BYU. His latest two books are "The more ..
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I liked the Wall Street Journal article on the Hostess bankruptcy - google it. That article explained that the Baker's Union was tired of making concessions, when the Teamsters Union had not made very many concessions. So the Baker's More..
Clark is right. Where was the leadership at Hostess? Blaming the union is just childish. The reality is that people have been becoming much more health conscious for decades. Other "junk food" producers responded with low-calorie, low-carb, More..
How about some evidence that management was at fault. If all of a company's resources are being used to pay its employees and other expenses, there is nothing left for R&D, marketing or other company-saving efforts.