DJ: I think most people want a good thing to last. However, change is inevitable, as you implied.
As for Lucent, their problem was not responding to market changes quickly enough. They sacked their CEO finally because they realized he lacks the vision to see change coming and adjust accordingly.
Lucent's problems took months to affect the bottom line, and once you lose market share, it's really, really hard to get it back. Lucent has to reinvent itself.
Corel is an awful (or awfully good) example of being stubborn and arrogant. The (former) CEO was going to rebuff Microsoft until the cows came home, but instead of accepting change and dealing with it accordingly, he bought his wife exotic million-dollar dresses. The shareholders should have mutinied long ago, but finally someone had the guts to say, "Hey, let's get rid of dead weight." Zap. He's gone (a little late, but he's gone). Corel and Lucent both should have put their money into R & D, but they pissed it away.
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