As mentioned by the author it is the responsibility of the top management to foresee the threats and opportunities the company is having and they should plan necessary measures so that the company will never suffer a setback. It all depends on the decisions that are being taken by the top management from time to time. If they fail to do their duty properly the whole company suffer.
If the company is more innovative and try to change the product mix from time to time, the chances of stagnation will not come.
Yes in my career too, I have seen my employer organisation facing some adverse circumstances, challenges and severe competitions. The top body from Board to the latest recruit will get concerned and have to respond in proper manner to bring back the organisation to its stable level and growth. The more visionary and able the apex body of governance and policy making in that organisation the more ease and fast the road to come out of difficulties. The understanding and awareness and co-operation of the lower levels of employees also matters in this, as there may be some sacrifices needed.
Over the years and by experience we also get the ability to foresee some adversities -either in our career organisation or in personal life too. But some of the time tested remedies can save us from disaster and minimise the damages.
Such problems are especially prevalent in the FMCG segment. But such companies are generally vigilant in their R&D segment and are interested in introducing new products as they expect their some products to reach the market by any other company at any time. Therefore, it does not reach a state of stagnation. The above problems may happen due to mismanagement of the management or failure of the management to give proper instructions when required. But almost all companies have already anticipated such adverse conditions.
small drops make a mighty ocean
Be indian and buy Indian.
K Mohan @ Moga
'Idhuvum Kadandhu Pogum "
Even this challenging situation would ease
Thoughts exchanged is knowledge gained.