Confronting Reality

Doing What Matters to Get Things Right

by Larry Bossidy , Ram Charan

Number of pages: 272

Publisher: Crown Business

BBB Library: Operations Management

ISBN: 9781400050840



About the Authors

Larry Bossidy : Larry Bossidy is the retired chairman and CEO of Honeywell International.

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Ram Charan : Ram Charan is a business advisor and public speaker. He is

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Editorial Review

Confronting Reality will change the way you think about and run your business. It is the first book that shows how to connect the big picture of the new era of business with the nitty-gritty of what to do about it. Through a completely new way to understand and use the business model as the primary tool for confronting reality—a breakthrough that will become the management innovation of this decade—you’ll know sooner rather than later whether your fundamental business premise is under assault, where your best opportunities lie, what you should change and what you should leave alone, and how to realistically plan the future of your business.

Book Reviews

"The message is simple ("relentless realism"), and their solution is a return to the "ancient analytical tool" of a three-part business model that includes external realities (such as customer demand and industry conditions), financial targets (such as cash flow and revenue growth) and internal realities (such as operational and workforce capabilities)." Publishers Weekly

"In Confronting Reality, Bossidy and Charan claim, the greatest consistent damage to businesses and their owners is the result not of poor management technique but of the failure, sometimes willful, to confront reality. And so, the authors set forth to teach executives how to bake reality into their business plans by showing them how not to misread external realities, internal realities, and financial targets." 800ceoread

Books on Related Topics

Wisdom to Share

To confront reality is to recognize the world as it is, not as you wish it to be, and to have the courage to do what must be done, not what you'd like to do.

The greatest consistent damage to businesses and their owners is the result not of poor management technique, but of the failure, sometimes willful, to confront reality.

Ignoring reality—a faulty attitude taken on by many leaders—is devastating. That is why at a certain stage reality gets to bite them.

Whether change is abrupt or gradual, at some point it makes old beliefs and behaviors obsolete. Ignoring that reality, as so many leaders do, is devastating.

A good business model is live and proactive, not dead or reactive.

Encourag debate amongst the people in your business and develop a range of potential future scenarios which are updated regularly.

It is obvious that the business model brings rationality to the issue of change. It is the guide for when to change and when not to change.

Whatever the consequences, the most effective leaders always talk straight.

Some of the most poignant victims of emotional overinvestment are companies with great histories of innovation.

Exercising the power of realism requires an open and inquisitive mind, intense curiosity, the intellectual ability to sort out complexity, the ability to persuade others, and—under girding it all—the courage of inner strength.

The most effective leaders refuse to take things for granted.

Books by the same Author

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Know-how

Although personal traits are important in making successful leaders, it is the know-how that separates those who build long-term values from those who hit short-term targets. Personal characteristics do not guarantee sound judgment or realistic vision, and their values are greatly diminished without the know-hows that could be learned and developed

The economic peace of the past generation is over. We’re in a war for survival, beset by fear, uncertainty and doubt. As on any battlefield, conditions demand a seriously different kind of leadership from that which is appropriate in peacetime. Leaders must be prepared to make strategic, structural, financial and operational
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The economic peace of the past generation is over. We’re in a war for survival, beset by fear, uncertainty and doubt. As on any battlefield, conditions demand a seriously different kind of leadership from that which is appropriate in peacetime. Leaders must be prepared to make strategic, structural, financial and operational