Five Reasons Why Your Organization Fails (Or Will Fail) to Reach its Stated Goal
US$27.00
We interviewed CEOs, chairmen of companies, leaders in different fields, academicians, etc. We interviewed over 70 CEOs from different countries and companies, large and small.
We asked these leaders why their organizations behaved the way they did. We asked about their successes, their failures and their cultures. Interestingly, the interviews opened our eyes to the fact that the majority of the organizations around us are failing to reach their goals.
On the basis of our conclusions, we worked on these with our clients, confirmed our conclusions, dropped those ideas the merit of which was not proved in practice, and finally, began to write a concise report on the findings.
The following findings are not mere reasons. They are root causes for failures. The entire research and thereafter this text has been written to help organizations identify root causes for their lack of expected successes.
I have intentionally kept this very brief and to the point to quickly get the message across to you and then get you to do the most important thing – act.
Table of Contents
- You Have the wrong map. Worse, you Believe it is the right One (-1)
- Yours is not a value-driven company (-13)
- Organizations create individual accountability and not team accountability (-21)
- Leaders lead by exercising formal authority, not moral authority (-31)
- The role of the CEO is ill defined (- 55)
- Entrepreneurial thinking – the universal misnomer (-75)
- Compromise is not a solution (- 85)
Some Quotes From The Book
- Before you attempt to change behaviors and attitudes, what needs to be changed is the map.
- Most organizations rely on a single vehicle, that is, a single USP, to succeed. This is mindless.
- The success of the organization is not reflected in how much it will grow tomorrow. It is reflected in whether or not it will exist in the next generation and the next.
- "A group of donkeys led by a lion can defeat a group of lions led by a donkey."
- The leader’s role is to create leaders. Period.
- The moment a leader adopts a culture marked by overcritical and frenetic reviews of performance, talking only about what went wrong, she kills the emotional connect.
- The problems faced by organizations are itself a result of the CEO not doing what she is supposed to, which, simply put, is to create an organization and culture which deliver a different outcome.
- Compromise is not a solution. It is a compromise.
About Dr Chetan Walia
He holds a PhD in Business Strategy and Creativity—a rare combination that reflects both analytical depth and inventive thinking.
His work has been published by three of the world’s top five publishers—Sage, Springer, and Taylor & Francis—as well as Forbes.
Dr. Walia has served as a faculty member at the University of Bradford, where he taught Management Consulting to both Executive MBA and PhD students.
Over the years, he has acted as a strategic advisor to businesses, and as a consultant to consultants—helping leaders at the very highest level sharpen their thinking, unlock growth, and architect lasting impact.
Thought Leadership
Thought leadership through research 📝: Chetan has made scholarly contributions to journals and academic books, and authored MBA curriculums for Universities.
Thought leadership through client work 📽️: He has consulted with various industries, leaders, and companies around the world, including some of the top brands.
Thought leadership through publications 📚: Chetan Walia has published books in the area of strategy, organisational success, breakthroughs, sales, managerial success, and creativity.
Thought leadership through accreditations ䷪: Chetan is a Doctor of Philosophy and Chartered Fellow CIPD.
Thought leadership through awards 🏆: He has been awarded as Top 100 Leaders in Eduction, Top 50 Thought Leaders, and with Outstanding Leadership Award.
REAL RESULTS
What Do Breakthroughs Look Like
TELECOM
From near bankruptcy to a NASDAQ listing - identified through Preference Pivot in a single strategic session.
LEADERSHIP CONSULTING
Positioning + Model Pivot led to $M contracts with likes of Google and Turner Construction - Within 3 Months of 1st Contact.
BIG FOUR CONSULTING FIRM
Launched and developed the offer and model for Family Owned Business consulting leading to millions of dollars in revenue.
GLOBAL ADVERTISING
Moved form #13 to #3 in market share -- within a 18 month period post development of Preference Pivot architecture.
PHARMACEUTICAL
Sales tripled after a single semantic shift in how the product was positioned.
CAPITAL MARKET ADVISORY FIRM
Investment consulting modified to a 100K base offer plus share of upside. 4 clients closed within the offer-test phase.
MANUFACTURING
32X top-line growth in 2 Years - on the back of value proposition and value communication differentiation.
EXECUTIVE EDUCATION
Creation of a model called Participation Advisory (instead of training) - 44X increase in revenue in the 1st year alone.
CONSULTING FIRM
Launched 21 additional service lines - all profitable.
CEMENT & CONSTRUCTION
Record breaking sales within the first year.
AUTOMOBILE FINANCING
Sales doubled in six months.
SOFTWARE
24M Breakthrough uncovered through business model pivot.
Serving Clients All Over The World
