As a management consultant, you most often work with troubled firms that are struggling with growth or profitability or both. Sherman: The title, which is the premise of the book behind it, is (based on the experiences I’ve had in) most of my career as a management consultant. : You link the fact that cats have certain characteristics that businesses should probably think about. When we got near publication my publisher said, “We love the title.” I said, “No, no, no, I’m going to give it some boring, serious, business kind of title.” And they said, “No, we think this is the one and you should do it.” It was a working title and it comes from a metaphor I’ve used in my class over the years.
Leonard Sherman: Well, it was never supposed to be the title. : I guess I have to start with title because that’s what draws people in right off the bat. An edited transcript of the conversation appears below:
That means companies that try to compete with “me too” products are like dogs “that scratch and claw for territorial dominance,” and it ultimately does not work out, says Sherman, author of “If You’re In A Dogfight, Become A Cat! Strategies for Long-Term Growth.” Instead, companies should act more like cats, which “change the rules and fundamentally create entirely new value propositions that are rewarded by their customers.”Ī former senior partner at Accenture, Sherman discussed the ideas in his book on the show on Wharton Business Radio on SiriusXM Channel 111. W hy do some companies within an industry grow continually while others grow haltingly-or even lag? What are the latter missing?Ĭompanies, big or small, must innovate constantly and be customer-centric to differentiate themselves, realizing that product life cycles do not go on forever, says Leonard Sherman, an adjunct professor of marketing and management at Columbia University in New York.
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