Managers would love a simple way to do it well. Needless to say, there are plenty of companies happy to sell managers the latest and greatest Science of Success. The CEO deputizes an underling to adopt this management breakthrough. The underling's team produces a report recommending changes in company operations. The company implements the recommendations.
Results fall below expectations.
The CEO fires everyone associated with the underling's cross-functional team. Two years later, the cycle begins again. BCG advised its clients to build their strategies around the experience curve by setting low prices for their products to grab market share. In producing the high product volumes required to meet rapidly growing demand, the firm would then accumulate the experience needed to lower its unit costs below that low, market-grabbing price. They argued that businesses needed to dispense with functional silos and change their orientation to market-focused processes that cut across functions.