Freek Vermeulen

When something seems too good to be true, it usually is. And management techniques, practices, and strategies are no different. When you read a business book or attend a presentation on a particular management practice, it is a good habit to explicitly ask, “What might it not be good for?” When might it not work; what could be its drawbacks?

[…] There is a second question you should always ask, when considering a particular management technique, practice, or strategy, and that is: “What might its long-term effects be?” What might seem a good idea in the short-run does not always work in the long term – and vice versa.

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