The cure: enterprise medicine for business: a novel for managers

By:

Paul, Dan

Contributor(s):

Cox, Jeff

Material type: Text

TextPublication details: John Wiley, Hoboken, NJ, 2003.Description: x, 288 pages; 24 cmISBN:

9780471268307

Subject(s):

DDC classification:

658 PAU

Summary: "Story of the fictional Essential Corporation, a company with a proud history but a lot of hidden problems barring it from a promising future. Once the leader of its industry, Essential Corporation has lost its way. Its flagship product line is being rendered a commodity by competition. One huge retail account is diverting attention away from smaller, traditional customers. Suspicion and blame are dividing departments. Worst of all, management is in denial, with some managers hiding problems rather than working to solve them, while others struggle to preserve the status quo rather than move forward to new opportunities."

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Holdings
Item type	Current library	Collection	Call number	Status	Date due	Barcode
Books	Symbiosis Institute of Business Management - Hyderabad General	General Book	658 DAN (Browse shelf(Opens below))	Available		SIBMH-B-8142

Browsing Symbiosis Institute of Business Management - Hyderabad shelves, Shelving location: General, Collection: General Book Close shelf browser (Hides shelf browser)

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Previous	658 COL Built to last: successful habits of visionary companies	658 COL Winning at collaboration commerce: the next competitive advantage	658 COL Good to great: why some companies make the leap and others don't	658 DAN The cure: enterprise medicine for business: a novel for managers	658 DAV What's the big idea?: creating and capitalizing on the best management thinking	658 DE The living company : growth, learning and longevity in business.	658 DEM Slack : getting past burnout, busywork, and the myth of total efficiency	Next

"Story of the fictional Essential Corporation, a company with a proud history but a lot of hidden problems barring it from a promising future. Once the leader of its industry, Essential Corporation has lost its way. Its flagship product line is being rendered a commodity by competition. One huge retail account is diverting attention away from smaller, traditional customers. Suspicion and blame are dividing departments. Worst of all, management is in denial, with some managers hiding problems rather than working to solve them, while others struggle to preserve the status quo rather than move forward to new opportunities."

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