Page 153 - MS Year in Review 2020
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Sears – the organization resisted the changed vison and caused it to be dismantled
even after it was executed and successful! Accordingly, it means that the
leadership must market the “new” vision to the organization.
The Length of Time of Crisis Resolution is Typically Longer than Expected
There is generally no “quick fix” or panacea for a crisis. A crisis can take years or
even a decade to resolve. The crises at Chrysler, Kodak, American Express, Disney,
and others required several years. A few required a decade or more.
Resources are Typically Required to Buy Time to Fix a Crisis
Since time is required to fix a crisis, sufficient resources are required to provide the
necessary time. Sometimes resources can be obtained from the government,
Unions, or others. For example, Chrysler obtained the now famous bailout by the
US` government.
Some Leaders Can Simultaneously Solve a Current Crisis While Positioning
the Company for the Future
The challenge to leadership in a crisis is to create a defense to manage the current
crisis while simultaneously positioning the company for the future. Some leaders
(notably Lee Iacocca, Harvey Golub and Michael Eisner) can achieve this, while
many more cannot.
Planning is an Essential Tool to Lead an Organization Through a Crisis
In several if not all of the of the examples of companies in crisis, a lack of planning
or in- effective planning was one of the underlying causes. For example, in the case
of Westfield’s inadequate planning lead to the crises because the firm purchased
Channel Ten without a careful analysis of what was really involved in that business
or how it would manage the property once acquired. Osborne Computer grew
“willy-nilly” without an understanding of the risk of rapid growth. The failure of
Kodak to plan its diversification correctly led to the virtual destruction of a Global
icon. Similarly, Sears turned victory into defeat by reversing a brilliant
transformation. Both Iacocca at Chrysler and Golub at American Express made
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