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No Man's Land: Where Growing Companies Fail
If starting a company is difficult, leading a company once the business has caught fire is infinitely more so. Thousands of startups each year approach the dangerous transition that Doug Tatum calls No Man?s Land?when they are too big too be considered small but still too small to be considered big.
Tatum offers the navigational rules these companies need, and valuable case studies of emerging growth businesses that succeeded or failed during No Man?s Land.
Tatum offers the navigational rules these companies need, and valuable case studies of emerging growth businesses that succeeded or failed during No Man?s Land.
- GenresBusinessEntrepreneurship
256 pages, Paperback
First published December 30, 2008
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Displaying 1 - 2 of 2 reviews
February 17, 2025
Not a review but some quotes I liked:
The business as a whole must become good at doing what the entrepreneur did well with customers in order to re-create market alignment.
Culture is instead the set of common understandings that develop around a firm's decision-making process and that support its core value proposition. Culture is the heartbeat of the organization, the basis for continuity in a time of rapid, wrenching change. One entrepreneur profiled in Bo Burlingham's book Small Giants thinks of culture as an "unwritten constitution." "Rome had no written constitution," this entrepreneur says, "just a common understanding about how people should behave. When that fell apart, the Roman empire did, too."
Ultimately, though, you can't build an organization on superhuman effort. Sustainable profits must be built on normal people doing normal things for normal compensation.
I have learned that one characteristic surely belongs on that list: the ability of all great leaders to generate and sustain organizational momentum.
The business as a whole must become good at doing what the entrepreneur did well with customers in order to re-create market alignment.
Culture is instead the set of common understandings that develop around a firm's decision-making process and that support its core value proposition. Culture is the heartbeat of the organization, the basis for continuity in a time of rapid, wrenching change. One entrepreneur profiled in Bo Burlingham's book Small Giants thinks of culture as an "unwritten constitution." "Rome had no written constitution," this entrepreneur says, "just a common understanding about how people should behave. When that fell apart, the Roman empire did, too."
Ultimately, though, you can't build an organization on superhuman effort. Sustainable profits must be built on normal people doing normal things for normal compensation.
I have learned that one characteristic surely belongs on that list: the ability of all great leaders to generate and sustain organizational momentum.
November 22, 2020
I learned more about different stages of small businesses and when the reach the point of rapid growth. Good read, with real case studies. Since it was written 13 years ago I found myself searching on these case study companies to see if they still exist today and if they were successful. Most were so the added credibility. Some of the topics were pretty technical but much of the technical information was discussed in the appendix, which was a good way to enhance the topics.
Displaying 1 - 2 of 2 reviews