It’s no mystery why companies emulate their most successful peers. Tried-and true approaches often seem preferable to starting from scratch, whether for developing new products or running efficient supply chains. However, perils abound when truly exceptional companies morph into ever more ubiquitous examples. Observers and management theorists alike, blinded by star power, eventually assume that everything these companies do should be regarded as best practice—often without examining the context in which they derive their success or without parsing the true nature of their accomplishments. Managers tempted to distill universal insights from what are in fact exceptional companies put their own businesses at risk for strategic or operational missteps.
Managers tempted to distill universal insights from what are in fact exceptional companies put their own businesses at risk for strategic or operational missteps.
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