Resumen
Most companies are unable to adapt to major change and that successful companies are mainly those whose structural characteristics happen to match well with demands of the new environment. Most companies have a set of core activities and people, and then peripheral activities and people. The extra weight may be fine to have around in good times and usually is justified as "diversification" or "future growth areas." So, when sales start declining, managers should use this period as an opportunity to trim waste and wishful thinking and get back to the strongest foundations of their companies. Simply cutting staff across the board makes no sense for most technology businesses because they depend so much on intellectual capital. Furthermore, if managers have to borrow money continually or get repeated cash infusions from their investors or their governments, then they are likely to have little or no negotiating power.