mixed material bibliography Boston Harvard Business School Publications January/February 201

p. 92 - 99 What executive hasn’t dreamed of transforming an organization by achieving seemingly impossible goals through sheer force of will? Indeed, in countless business narratives, the practice of setting such objectives has been celebrated as a key source of achievement. But in practice, stretch goals rarely work out, the authors’ research shows. Consider Yahoo. When Marissa Mayer took the helm of the ailing internet giant, in 2012, she announced a number of wildly ambitious targets, including the exceptionally difficult objective of achieving double-digit annual growth. Five years later, she’d fallen far short on them all, and Yahoo was still struggling. The problem is that organizations that would most benefit from stretch goals—those with recent wins and slack resources— seldom employ them. But businesses in trouble often adopt them in a desperate attempt to turn things around—and they nearly always fail. This is the stretch goal paradox. In this article the authors explain how to determine whether stretch goals are right for your organization and, if they are not, what alternative strategies you can pursue. [ABSTRACT FROM AUTHOR]<br> 00178012 Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen 48000 2017-11-07 00:00:00 2017-11-07 00:00:00 machine generated