Armstrong is an athlete, the world-famous Tour de France bicycle racing five consecutive "champions. Armstrong is not prominent in flat terrain, and even often lags behind others, but when he arrives in the mountains, he bursts into potential and continuously surpasses others. , Reversing the disadvantages in the flat, became the key to his victory in every battle.
Economists compare the Armstrong phenomenon to a company. How about a company leader? What is the corporate culture? What is the quality of the staff? Usually it may not reflect the dazzling brilliance, and the difference can only be seen when the company encounters adversity.
The key to Armstrong's Law is successful transformation. How can companies reverse their disadvantages?
1. Never get discouraged in adversity;
2, make a long-term plan;
3. Explore their core competitiveness and find the pivot for transformation;
4. Seize the opportunity and realize the purpose of transformation: success;
5. Quickly form advantages after transformation.
2004 was a turning point for Cisco. In 2001, 2002, and 2003, Cisco’s sales remained stagnant at around $18.9 billion. In 2004, Cisco, which had been dormant in the Internet winter for three years, had begun to recover and gradually widened the gap with its main competitors. To successfully survive the cold winter, from decline to prosperity, the notion of "building an advantage at a turning point in the market" is a key. "Although the news of the market depression is shocking, you must think of a countermeasure to tide over the difficulties and wait for the next market recovery." Cisco Global President John Chambers formulated the "Breakthrough Strategy" in 2001. The 6-point plan is to organize company operations around profitability and integrate resources to create efficiency, focus on market growth opportunities, and build advantages at market turning points. Chambers' calm and optimism helped Cisco out of adversity.
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