literatures of Econophysics have suggested that Pareto distribution， power law，appeared more commonly than Gaussian distribution， normal distribution， in many instances， such as price distribution of financial products （Pellicer-Lostao and Ropez-Ruis， 2010）. If long tail phenomena are common in the economic transaction，major concern of governance should fall on pro-revolution， not mere evolution，attitude of management.
Pro-revolution attitude of management is typically required in case of restructuring of operations. Selection and concentration process， more specific，needs rigorous efforts to persuade stakeholders， except equity holders and the main bank. Barrier of exit is considered to be the major problem （ Sakakibara， 2009，2010）. The barrier enhances the inertia of an organization and causes it to lose the momentum of change. There were several examples， such as Japan Airlines， Daiei，etc. They were finally overwhelmed by the lost time and were forced to accept severe restructurings in a limited time period， accompanied by painful layoffs.
Management tends to try to avoid the exit and to keep the status quo. There are several factors for management to hamper the exit incentive. They are as follows： the amount of severance pay， decrease in both sales and income in the short term，vague possession of expecting results， and repercussion from society as a whole，etc. These factors can be divided into internal and external ones. Examples of internal factors are cognition bias between management and middle and front line employees，and profit supplement for the other business segments. There is no conspicuous difference in cognition between them under normal business conditions， but at times when change is needed， it becomes apparent. Profit supplement for rooted operations gives， from time to time， good excuses for keeping money losers. Examples of external factors are assets peculiarity and the difficulties of their liquidation， and outside stakeholders. The latter is known as the theory of resource dependency （Pfeffer and Salancik， 1978）. The stakes seem to be the nexus of business resource interdependencies， and the exit intention of the management faces outside resistance.
Getting rid of success experience and/or getting rid of old practices are hard for the excellent heads of management， who are Mr. T Suzuki of Seven & I Holdings，and Mr. T Yanai of First Retailing. It means that invalid cognition and following false value judgment should be replaced. It needs constant management practices to prepare for the perpetual paradigm change. To secure the process， corporate governance needs outside talents， such as consultants and outside board members.
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