When companies face financial shortfalls and market pressures-as virtually all of them have over the past two years-they typically slash innovation cycles, cut personnel, and raise performance goals. They often succeed brilliantly at doing more with less-for a time. But when employees are pushed to work at a fevered pitch every day, month after month, their energy fails. Error rates rise, exhaustion and resignation blanket the company, the best employees defect, and the company's performance suffers. To escape from this acceleration trap, declare an end to the current high-energy phase and have employees abandon less important tasks. And to avoid the trap in the future, institute stop-the-action initiatives, limit the company's goals, and require that project-management systems put the kibosh on mediocre ideas. Equally important is to change the company's accelerated culture: Focus on just one thing for a specified period of time, institute time-outs to give employees time for rejuvenation, and mandate periods of calm between crises.

【書誌情報】

ページ数：12ページ

サイズ：A4

商品番号：HBSP-R1004G

発行日：2010/4/1

登録日：2012/3/28