大公司怎么死的：二万字详解路径依赖与企业自发性衰退

Core Insights - The article discusses the concepts of "path dependence" and "institutional inertia" in organizations, emphasizing how past successes can create resistance to change, leading to crises in businesses [3][4][8]. Group 1: Concepts of Routine and Path Dependence - Routines serve as informal constraints within companies, often leading to a decline from prosperity to crisis due to adherence to outdated practices [4][5]. - Path dependence is defined as a dynamic process where the evolution of an organization is influenced by its historical decisions, making it difficult to change course without significant external pressure [8][9][12]. Group 2: Examples and Implications - Huawei exemplifies how routines can shape organizational behavior, such as rotating personnel to prevent the formation of "factions" within departments, which can hinder adaptability [6][7]. - The case of Nissan under Carlos Ghosn illustrates how breaking free from path dependence through decisive leadership and strategic reforms can lead to a successful turnaround, emphasizing the importance of adapting to current market conditions rather than relying on past successes [22][32][33]. Group 3: Signs of Crisis - A key indicator of a company's decline is when its growth rate falls below the industry average, signaling a loss of competitive edge [40][45]. - Companies that cut R&D investments to maintain profit margins may be masking deeper issues, leading to long-term decline [47].