Who developed the ten stages of corporate life cycle, starting with Courtship and Infancy and ending in Bureaucracy and Death?

Yes, It is dr. Adizes. Thanks mr. Jetley

Ichak Adizes 

The goal is to reach--and stay at--Prime.

The10 Stages of Corporate Life Cycles

Courtship. Would-be founders focus on ideas and future possibilities,making and talking about ambitious plans. Courtship ends and infancy beginswhen the founders assume risk.

Infancy. The founders' attention shifts from ideas and possibilities toresults. The need to make sales drives this action-oriented, opportunity-drivenstage. Nobody pays much attention to paperwork, controls, systems, orprocedures. Founders work16-hour days, six to seven days a week, trying to doeverything by themselves.

Go-Go. This is a rapid-growth stage. Sales are still king. The foundersbelieve they can do no wrong. Because they see everything as an opportunity,their arrogance leaves their businesses vulnerable to flagrant mistakes. Theyorganize their companies around people rather than functions; capable employeescan--and do--wear many hats, but to their staff's consternation, the founderscontinue to make every decision.

Adolescence. During this stage, companies take a new form. The foundershire chief operating officers but find it difficult to hand over the reins. Anattitude of us (the old-timers) versus them (the COO and his or her supporters)hampers operations. There are so many internal conflicts, people have littletime left to serve customers. Companies suffer a temporary loss of vision.

Prime. With a renewed clarity of vision, companies establish an evenbalance between control and flexibility. Everything comes together. Disciplinedyet innovative, companies consistently meet their customers' needs. Newbusinesses sprout up within the organization, and they are decentralized toprovide new life-cycle opportunities.

Stability. Companies are still strong, but without the eagerness oftheir earlier stages. They welcome new ideas but with less excitement than theydid during the growing stages. The financial people begin to impose controlsfor short-term results in ways that curtail long-term innovation. The emphasison marketing and research and development wanes.

Aristocracy. Not making waves becomes a way of life. Outward signs ofrespectability--dress, office decor, and titles--take on enormous importance.Companies acquire businesses rather than incubate start-ups. Their cultureemphasizes how things are done over what's being done and why people are doingit. Company leaders rely on the past to carry them into the future.

Recrimination. In this stage of decay, companies conduct witch-hunts tofind out who did wrong rather than try to discover what went wrong and how tofix it. Cost reductions take precedence over efforts that could increaserevenues. Backstabbing and corporate infighting rule. Executives fight toprotect their turf, isolating themselves from their fellow executives. Pettyjealousies reign supreme.

Bureaucracy. If companies do not die in the previous stage--maybe theyare in a regulated environment where the critical factor for success is not howthey satisfy customers but whether they are politically an asset or aliability--they become bureaucratic. Procedure manuals thicken, paperworkabounds, and rules and policies choke innovation and creativity. Evencustomers--forsaken and forgotten--find they need to devise elaboratestrategies to get anybody's attention.

Death. This final stage may creep up over several years, or it mayarrive suddenly, with one massive blow. Companies crumble when they cannotgenerate the cash they need; the outflow finally exhausts any inflow.