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Donald Sull calls it the Map Paradox. They help us to move efficiently through life, but we need to learn to manage them so we aren’t derailed by them in the reality of changing circumstances. * * * Follow us on Instagram and Twitter for additional leadership and personal development ideas. * * * But here’s the thing.
When this happens, they are at risk for what Donald Sull calls in Revival of the Fittest , active inertia. He explains what happens: Managers get trapped by success, a condition that I call active inertia , or management’s tendency to respond to the most disruptive changes by accelerating activities that succeeded in the past.
The Culture 500 measures and compares more than 500 U.S. companies across nine cultural dimensions, by narrowing in on employee data to examine what makes company culture distinctive and effective.
Donald Sull is a global expert on strategy and execution in turbulent markets. He is a senior lecturer at the MIT Sloan School of Management. Kathleen Eisenhardt is the S. Ascherman Professor of Strategy at Stanford, a highly cited author, and the co-director of the Stanford Technology Ventures Program.
The Upside of Turbulence: Seizing Opportunities in an Uncertain World Donald Sull HarperBusiness (2009) How and why “agile absorption” is essential when seizing the upside of turbulence in the global marketplace Donald Sull provides a brilliant analysis of a process that continues throughout the world as I now compose and then you read this brief [.]. (..)
Recent research published in the MIT Sloan Management Review reveals that we are 41% more likely than our male counterparts to be subjected to toxic corporate culture. But Sull isn’t just raising awareness; he’s taking action. For this study, he and co-author Charles Sull analyzed the language used by over 3 million U.S.
Implementing a customer relationship management system is complicated; delivering a winning customer experience every time is complex. 1] Defined in HBR’s Why Strategy Execution Unravels—and What to Do About It (Donald Sull, Rebecca Homkes, and Charles Sull, MARCH 2015). 10 Steps to Solving Complexity.
I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Managing Global Innovation: Frameworks for Integrating Capabilities Around the World Yves Doz and Keeley Wilson Leading at the Edge: Leadership Lessons from the Extraordinary Saga of Shackleton’s Antarctic Expedition (Second Edition) Dennis N.
I spoke with contributor Don Sull , who teaches strategy at MIT and the London Business School, about the tension between scholars who put sustainable competitive advantage at the center of strategy and those who argue that some industries are changing too quickly to allow for sustained performance.
Consider the recent article, “ Why Strategy Execution Unravels — and What to Do About It “ by Donald Sull, Rebecca Homkes, and Charles Sull, in the March 2015 issue of HBR. That’s because execution actually is strategy – trying to separate the two only leads to confusion.
Puzzling anecdotes abound: Microsoft has missed out on a series of new products in the past decade, yet as Don Sull points out , it continues to be highly profitable. A close look at a number of HBR articles will show authors expressing frustration that companies are taking their time in implementing great new management ideas.
” Donald Sull and Dominic Houlder suggest creating a worksheet with four columns. It’s likely that you have an idea of what you value most, but being honest with yourself and fine-tuning the reasoning behind those values will help you get better at walking away from “should” opportunities.
Yet, according to Donald Sull’s research in the March issue of HBR, almost half of top executives cannot connect the dots between their company’s strategic priorities; and two out of three middle managers say they simply do not understand their strategic direction. You can accomplish the same thing with waitlists.
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