"Every two years, like clockwork, one of the largest automotive parts manufacturers in the world faced what it called a "big event": a large project went off the rails, costing the company a minimum of $80 million to $100 million each time."
" leads the Last 8% Project at the Institute for Health & High Performance, is the author of JP Pawliw Performing Under Pressure: Doing Your Best When It Matters Most, and, in a past life, was a lecturer in executive education at Northwestern University's Kellogg School of Management."
Every two years one of the largest automotive parts manufacturers experienced a "big event" — a major project that went off the rails and cost the company at least $80 million to $100 million. A newly appointed president launched an investigation to identify the root causes of the recurring expensive failures. The pattern indicated systemic issues rather than isolated mishaps, with predictable cyclical financial damage. The investigation aimed to uncover organizational, managerial, process, or cultural factors driving the failures and to design interventions to prevent future "big events" and protect the company's financial and operational stability.
Read at Harvard Business Review
Unable to calculate read time
Collection
[
|
...
]