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Itas an all too common scenario: A great company breaks from the

pack; the analysts are in love, the smiling CEO appears on the

cover of "BusinessWeek" and "Fortune," the stock soars. Two years

later, the company is in flames, the CEO is under attack, and the

stock has tanked. Why does this sort of thing keep happening at

respectable companies like Motorola, Quaker, and Sony, all of which

have very smart, hard-working senior executives? And how can you

tell if itas about to happen at your own company? "Why Smart

Executives Fail" answers these and many more crucial questions.

Sydney Finkelstein, a distinguished professor at Dartmouthas Tuck

School of Business, carried out a six-year study of leadership

failure, the largest of its kind. After hundreds of interviews with

insiders at top companies that got into major troubleasuch as GM,

Mattel, and RiteAidaFinkelstein figured out the common causes

behind failures in wildly different types of companies. He explains

athe seven habits of spectacularly unsuccessful peoplea that drive

smart managers to make catastrophic mistakes. As much about

psychology as it is about business, "Why Smart Executives Fail"

tells the stories of more than fifty great business disasters and

includes exclusive interviews with many of their leaders, in which

they explain what really led to their disastrous decisions.

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Sydney Finkelstein is Steven Roth Professor of Management at

Dartmouth’s Tuck School of Business. His writing has appeared in

the Harvard Business Review and other business journals.

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书评

From Publishers Weekly

Is there a more timely topic for a business book than brilliant

executives running their companies into the ground? Dartmouth

business professor Finkelstein has been on the case for six years,

researching how otherwise intelligent people can manage to botch

things up. Here, he dredges up old corporate screwups (like R. J.

Reynolds's smokeless cigarettes) and new ones, too (WorldCom and

Tyco, among others). There's a certain amount of schadenfreude

involved, as the author crisply and incisively picks apart disaster

after disaster, but the lessons drawn from this lengthy study are,

for the most part, vastly unsurprising. While each company profiled

tends to fail in its own way, there are common traits among top

execs, such as a propensity to eliminate "anyone who isn't 100

percent behind them" and to "underestimate major obstacles." While

Finkelstein suggests avoiding such destructive behaviors, the truth

is, sometimes it's human nature to be blind to one's own

weaknesses. And that's a mystery no book can fully

deconstruct.

Copyright 2003 Reed Business Information, Inc.

Business Week, June 9, 2003

" Casting off standard management fare, Finkelstein has raised

eyebrows with his unconventional research.... lessons are more

profound say students."

Financial Times, May 12, 2003

"Sydney Finkelstein...[conducted]...the largest and most

comprehensive study of business failure...The result is a treasure

trove of blunders."

The Economist, May 31, 2003

"Watch the parade of corporate disasters that passes

through...'Truly colossal blunders don't come in isolation, they

come in clusters.'"

The London Times, June 5, 2003

"...managers might be better advised to contemplate how companies

fail...Finkelstein identifies 'seven habits of spectacularly

unsuccessful people...'"

书籍介绍

It's an all too common scenario: A great company breaks from the pack; the analysts are in love, the smiling CEO appears on the cover of "BusinessWeek" and "Fortune," the stock soars. Two years later, the company is in flames, the CEO is under attack, and the stock has tanked. Why does this sort of thing keep happening at respectable companies like Motorola, Quaker, and Sony, all of which have very smart, hard-working senior executives? And how can you tell if it's about to happen at your own company? "Why Smart Executives Fail" answers these and many more crucial questions. Sydney Finkelstein, a distinguished professor at Dartmouth's Tuck School of Business, carried out a six-year study of leadership failure, the largest of its kind. After hundreds of interviews with insiders at top companies that got into major trouble--such as GM, Mattel, and RiteAid--Finkelstein figured out the common causes behind failures in wildly different types of companies. He explains "the seven habits of spectacularly unsuccessful people" that drive smart managers to make catastrophic mistakes. As much about psychology as it is about business, "Why Smart Executives Fail" tells the stories of more than fifty great business disasters and includes exclusive interviews with many of their leaders, in which they explain what really led to their disastrous decisions.