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When this happens, they are at risk for what Donald Sull calls in Revival of the Fittest , active inertia. T HERE IS danger when success goes to a leader’s head. King Solomon wrote, “Pride goes before destruction and a haughty spirit before a fall.” But that rarely happens.
Professor Donald Sull calls it active inertia, an organization’s tendency to follow established patterns of behavior. I once had a boss who had an imaginary grid on his desktop—financials had a certain resting spot as did staff reports and marketing news. People do the same thing.
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.
In it, Donald Sull shares his insights concerning how and why market anomalies and incongruities may point the way to the next breakthrough strategy, thence to a wealth of business opportunities. Here is an excerpt from another outstanding article that appears in strategy+business magazine, published by Booz & Company.
I recently listened to a book - Simple Rules - How to Thrive in a Complex World by Donald Sull. I know one of the best geniuses for writers or marketers is to simplify and Sull does that well in this book. It is a great book that explains not only why simple rules work but how you can develop them. Simple rules work because: 1.
To survive and thrive in today’s market, a healthy corporate culture is more important than ever. To survive and thrive in today’s market, a healthy corporate culture is more important than ever. Welcome to my weekly round-up of the best-of-the-best recent leadership and communication blog posts.
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. I won’t say nobody’s done it.
During the 2009 recession, I took a high-profile job with a marketing agency. ” Donald Sull and Dominic Houlder suggest creating a worksheet with four columns. On the surface, it looked like a dream opportunity. The clients were big, the pay was excellent, and given the economic climate at the time, I considered myself lucky.
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. As Luigi Zingales has observed , politicians are increasingly “pro-business” rather than “pro-market.”
As recently as March 2015, for instance, Rebecca Homkes and Don and Charles Sull said in “ Why Strategy Execution Unravels – and What to Do About it ”: “Since Michael Porter’s seminal work in the 1980s we have had a clear and widely accepted definition of what strategy is.”
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