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"Many of the business tools we have relied on for decades no longer work in a world where incremental improvement is not enough to stay in business, let alone succeed in it. We need new processes, new methodologies, and new ways of thinking if we are to become one of the disruptors, rather than one of the disrupted.
One of the most promising and powerful of these new approaches is red teaming—a system developed by the military and intelligence agencies after 9/11 to help organizations stress-test their strategies, challenge their assumptions, and make better decisions.
How? By becoming their own worst enemy."
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One of the most promising and powerful of these new approaches is red teaming—a system developed by the military and intelligence agencies after 9/11 to help organizations stress-test their strategies, challenge their assumptions, and make better decisions.
How? By becoming their own worst enemy."
"Alan Mulally arrived in Dearborn like a Kansas cyclone, ripping through Ford's dark-paneled corridors like a twister through a trailer park. He would take a sledgehammer to the automaker's ossified silos, force long-time adversaries to kiss and make-up and challenge Ford's most cherished delusions. Over the next three years, he would also make Ford the most profitable automaker in the world. Mulally would do it as the rest of the American automobile industry fell apart in the face of the worst economic crisis since the Great Depression. And he would do it without taking a government bailout."
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