“The older and more complex a company is, the greater is the likelihood of finding promising hidden assets. Many companies already hold a win-ning hand but do not realize it." — Chris Zook 感謝您對大師輕鬆讀的愛護，並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。

“I will argue three simple points. First, more companies than ever before will discover that their once-successful growth formula is approaching natural limits and will need to examine the prospect of making fundamen-tal changes（some for the first time）in their core. Second, the warning signs of change are revealed less in typical financials and operating ratios and more in structural indicators and liabilities lurking below the surface. Third, the most successful cases of transformation are modular or gradual in nature, target leadership economics in the new core（versus, for exam-ple, hot markets）, seek a repeatable formula for growth, and build on hid-den assets." — Chris Zook 感謝您對大師輕鬆讀的愛護，並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。

“The world serves up a never-ending series of temptations, distractions, doubts, and uncertainties. It is possible for management teams to bounce like ping-pong balls from one topic or issue to another, never digging in and understanding their core and what it means. Yet my overwhelming feeling is that many of our most challenging demons are internal and that our most difficult foes are often ourselves. The real focus of businesses should be external—on competitors, shifts in technology, and customer dynamics. The starting place in each of the three phases of the focusexpand-redefine cycle of business growth is to make sure that you understand and are profiting from your core. Do you? Are you?" — Chris Zook 感謝您對大師輕鬆讀的愛護，並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。