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CHAPTER 9 • STRATEGY REVIEW, EVALUATION, AND CONTROL 289

TABLE 9-2 Examples of Organizational Demise
A. Some Large Companies B. Some Large Companies
That Experienced a Large That Experienced a Large
Drop in Revenues in Drop in Profits in
2008 vs. 2007 2008 vs. 2007
Molson Coors Brewing -23% UAL -1,427%
Citigroup -29% Sonic Automotive -818%
Morgan Stanley -29% Citigroup -865%
Goldman Sachs Group -39% CBS -1,036%
Fannie Mae -48% Rite Aid -4,122%
Freddie Mac -71% Pilgrim’s Pride -2,224%
Weyerhaeuser -32% Centex -1,090%
Centex -41% Harrah’s Entertainment -939%
Pulte Homes -32% American International Group -1,701%
Massachusetts Mutual Life -26% Gannett -730%
Allstate -20% OfficeMax -899%
American International Group -90% Brunswick -806%
Hartford Financial -64% Brightpoint -822%
Atria Group -58% Owens Corning -974%

Strategy evaluation is becoming increasingly difficult with the passage of time, for
many reasons. Domestic and world economies were more stable in years past, product life
cycles were longer, product development cycles were longer, technological advancement
was slower, change occurred less frequently, there were fewer competitors, foreign compa-
nies were weak, and there were more regulated industries. Other reasons why strategy
evaluation is more difficult today include the following trends:

1. A dramatic increase in the environment’s complexity
2. The increasing difficulty of predicting the future with accuracy
3. The increasing number of variables
4. The rapid rate of obsolescence of even the best plans
5. The increase in the number of both domestic and world events affecting
organizations
6. The decreasing time span for which planning can be done with any degree of
certainty 1

A fundamental problem facing managers today is how to control employees effec-
tively in light of modern organizational demands for greater flexibility, innovation, creativ-
2
ity, and initiative from employees. How can managers today ensure that empowered
employees acting in an entrepreneurial manner do not put the well-being of the business at
risk? Recall that Kidder, Peabody & Company lost $350 million when one of its traders
allegedly booked fictitious profits; Sears, Roebuck and Company took a $60 million
charge against earnings after admitting that its automobile service businesses were
performing unnecessary repairs. The costs to companies such as these in terms of damaged
reputations, fines, missed opportunities, and diversion of management’s attention are
enormous.
When empowered employees are held accountable for and pressured to achieve
specific goals and are given wide latitude in their actions to achieve them, there can be
dysfunctional behavior. For example, Nordstrom, the upscale fashion retailer known for
outstanding customer service, was subjected to lawsuits and fines when employees
underreported hours worked in order to increase their sales per hour—the company’s
primary performance criterion. Nordstrom’s customer service and earnings were
enhanced until the misconduct was reported, at which time severe penalties were levied
against the firm.