Donald Norman Sull's Books

Why Good Companies Go Bad and how Great Managers Remake Them

By: Donald Norman Sull

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Why Good Companies Go Bad and how Great Managers Remake Them

By: Donald Norman Sull

This is a revised edition of Revival of the Fittest published in Harvard Business Review's "OnPoint" feature in 2003. Sull (formerly at Harvard Business School; now at London Business School) emphasizes making/honoring/remaking commitments as an attribute behind great managers and businesses. He presents case examples, data on commitment life cycles and risks, and a Commitment Inventory. Annotation 2005 Book News, Inc., Portland, OR (booknews.com).

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Page Count

209

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Harvard Business Press

Published Date

ISBN 10

1591397162

ISBN 13

9781591397168

Revival of the Fittest

Why Good Companies Go Bad and how Great Managers Remake Them

By: Donald Norman Sull

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Revival of the Fittest

Why Good Companies Go Bad and how Great Managers Remake Them

By: Donald Norman Sull

Will Your Organization Still Be Here in Ten Years? It's a familiar story: A company rises to become an industry leader. Competitors try to emulate it. Analysts rave about it. The CEO's picture is splashed across magazine covers. Then the company stumbles, profits erode, and the stock plummets. How does this happen? Why do good companies so often go bad? More important, what can you do to prevent it from happening to your company? In Revival of the Fittest , Donald N. Sull takes a provocative look at corporate failure and proposes a practical new model for effecting change that can vastly increase your organization's lifespan. Ironically, argues Sull, leaders sow the seeds of failure during a company's most successful times, when they make a set of commitments-whether to a core strategy, a key customer, or an innovative manufacturing method-that constitute the company's success formula . Managers become so married to the formula that they can't divorce themselves from it when the competitive situation changes. They respond to the future by doing more of what worked in the past-a phenomenon Sull calls "active inertia." Based on extensive global research into successful and failed transformations across many industries, Revival of the Fittest introduces a three-step model for making transforming commitments-actions that prevent managers from reinforcing old behaviors in the face of change. Sull identifies five areas in which transforming commitments can be anchored-strategic frames, processes, relationships, resources, and values-and provides diagnostic tests, hands-on tools, and real company examples to show how managers can: Gauge their company's susceptibility to active inertia Determine which commitment is right for a specific situation Appoint the best person to lead the charge Ensure that the new commitment sticks Avoid common mistakes that can sabotage the transformation effort Weigh the personal risks associated with leading corporate change In an unpredictable marketplace, commitments can make and break a company. But Sull shows that corporate demise is not inevitable. Through transforming commitments, revival of the fittest is possible-and managers can make the difference. Donald N. Sull is Assistant Professor of Business Administration in the Entrepreneurial Management area at Harvard Business School.

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203

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H B S Press

Published Date

ISBN 10

1578519934

ISBN 13

9781578519934

Made in China

What Western Managers Can Learn from Trailblazing Chinese Entrepreneurs

By: Donald Norman Sull,Yong Wang

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Made in China

What Western Managers Can Learn from Trailblazing Chinese Entrepreneurs

By: Donald Norman Sull,Yong Wang

In Made in China, Donald N. Sull profiles eight of these formidable Chinese ventures to reveal the secrets behind their surprising success. Sull argues that in uncertain markets, successful companies consistently responded more quickly and effectively to shocks that threatened their very survival and forced less successful competitors out of business. They quickly seized major opportunities that positioned them well for the future. During periods of relative calm, they employed a dynamic approach to strategy - "active waiting" - by constantly anticipating and responding to evolving threats and opportunities faster than competitors." "Based on extensive research and illustrated through detailed case studies of firms such as home appliance leader Haier and Internet portal pioneer Sina Corporation, Made in China distills a set of winning strategies for managing in any unpredictable market."--BOOK JACKET.

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Page Count

231

Publisher

Harvard Business Press

Published Date

ISBN 10

1591397154

ISBN 13

9781591397151

Book's by Donald Norman Sull

Why Good Companies Go Bad and how Great Managers Remake Them

Why Good Companies Go Bad and how Great Managers Remake Them

Revival of the Fittest

Revival of the Fittest

Made in China

Made in China

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