Hi Baldev,
Couldn't quite get in synch with "Comments" on the blog page.
There does appear to be some striking similarities between Outliers and Organizational Turnarounds,
despite different perspectives.
Outliers looks at primarily individual outlier successes and asks : " How did he get there?".
Answer is: a high degree of latent talent, plus a conducive environment, plus inherited advantages,
plus hard, hard work.
Organizational Turnarounds focuses primarily on a coordinated team and asks: " How do we get there
( forward - looking) ? " Answer is: a high degree of latent talent ( a basic human ability), plus a
conducive environment ( simple mindset ), plus developed advantages, plus hard, hard work .
The organization in need of a turnaround is often an Outlier, on the wrong tail of the bell curve.
Often possessed of a negative self image of its inherent talent, it's set of cultural assumptions are anything
but a conducive environment. Organizational Turnarounds addresses " How do we change that set
of factors ?"
As one hopeful sign, the business organization is a smaller, more contained unit than broader society.
Thus, it's more amenable to changing these factors.
In the past week, we've seen how difficult it is to address the latter.
The relatively poor educational system in the US requires ( among other things) "better parents" to
define the child's culture. The percentage of underweight babies in disadvantaged neighborhoods
remains disproportionately high, even among college-educated mothers, because they often return
to the same culture.
Regards,
Woody
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