On his book Enduring Success: What We Can Learn from the History of Outstanding Corporations
Cover Interview of February 06, 2011
Editor’s note
Originally, this interview ran on the Rorotoko cover page under the headline
“Companies succeed by being intelligently conservative.”
We highlighted two quotes.
On the first page:
“Companies often spend millions on strategy evaluations without learning from their past experience or studying what they and other companies did in comparable past situations.”
On the second:
“Great companies are prepared to learn from their own mishaps rather than sweeping them under the carpet.”
[T]he Holocaust transformed our whole way of thinking about war and heroism. War is no longer a proving ground for heroism in the same way it used to be. Instead, war now is something that we must avoid at all costs—because genocides often take place under the cover of war. We are no longer all potential soldiers (though we are that too), but we are all potential victims of the traumas war creates. This, at least, is one important development in the way Western populations envision war, even if it does not always predominate in the thinking of our political leaders.Carolyn J. Dean, Interview of February 01, 2011
The dominant premise in evolution and economics is that a person is being loyal to natural law if he or she attends to self’s interest and welfare before being concerned with the needs and demands of family or community. The public does not realize that this statement is not an established scientific principle but an ethical preference. Nonetheless, this belief has created a moral confusion among North Americans and Europeans because the evolution of our species was accompanied by the disposition to worry about kin and the collectives to which one belongs.Jerome Kagan, Interview of September 17, 2009
Editor’s note
Originally, this interview ran on the Rorotoko cover page under the headline
“Companies succeed by being intelligently conservative.”
We highlighted two quotes.
On the first page:
“Companies often spend millions on strategy evaluations without learning from their past experience or studying what they and other companies did in comparable past situations.”
On the second:
“Great companies are prepared to learn from their own mishaps rather than sweeping them under the carpet.”