My first response to a firm in such demise would be that of serious data
collection truthfully articulating their current reality as an ongoing
concern. Is the company worth saving? Has hyper-competition in the
market place made the firm a market follower instead of a market leader?
What caused the present state of ruin in the first place? Are the core
competencies and core products forceful enough in the short-term to allow
the time to build LO structures for the long-term? Is the senior echelon
ready to bite-the-bullet and willing to support a future LO architecture
(since it is evident it was non-existent in the past)?
I am in complete agreement with Ron2785. The ultimate reason for such
devastation is due to poor development of the firm's REAL strategic
competitiv e advantage -- HUMAN ASSETS. But--sorry to say--most corporate
giants and money making machines historically don't get it until it is
either too late or the business is in such decline that they hurriedly
pursue an LO on the rebound and once again screw-up by fire fighting and
modifying behavior for the short-term.
"In times of change, learners inherit the earth (and market share) while
the learned find themselves beautifully prepared to deal with a world that
no longer exists (while hiring an expensive bankruptcy lawyer)."
LHL
BJLEM@AOL.com