Over the past 18 months, Mandy Cabot was concerned that the shoe business she has built a thriving operation with $ 90 million in annual revenue and more than 110 employees, and may be a "house of cards." Management philosophy that guided the growth of Dansko, the "home schooling" - taking young energetic staff with little experience and mentoring them - seemed ill-suited for the next phase of growth. Equally precarious was the fact that, with rare exceptions, none of the senior management have experience in the footwear industry. So when a respected leader asked to talk about the merger, Cabot had to admit that her "crisis of confidence", it might just be time. "Hide
by Amy C. Edmondson, Victoria W. Winston Source: Harvard Business School 20 pages. Publication Date: April 21, 2006. Prod. #: 606071-PDF-ENG
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