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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.”
Donald Sull calls it the Map Paradox. W E ALL HAVE mental maps that we use to explain the world as we experience it. They also provide us with a guide to our actions. But here’s the thing. These mental maps are based on yesterday.
Professor Donald Sull calls it active inertia, an organization’s tendency to follow established patterns of behavior. Blockbuster, Eastman Kodak, and Borders are but a handful of companies where process became habit and values became dogma, resulting in those companies becoming history. 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.
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.
Here is some advice from the helpful book Simple Rules: How to Thrive in a Complex… Read More Randy’s Six Rules for Selecting Business Books – (with insight from the book Simple Rules by Sull & Eisenhardt).
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.
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 [.]. (..)
I agree with Donald Sull that most executives either do not recognize or ignore anomalies and even when they’re pointed out, the same executives underestimate their potential importance. Sull suggests that “the human mind is hardwired to reinforce existing maps [documentation of what is already known], even in the [.].
Here is an excerpt from an article written by Donald Sull and Kathleen M. Eisenhardt for the Harvard Business Review blog. To read the complete article, check out the wealth of free resources, and sign up for a subscription to HBR email alerts, please click here.
Welcome to my weekly round-up of the best-of-the-best recent leadership and communication blog posts. To survive and thrive in today’s market, a healthy corporate culture is more important than ever.
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.
In one of the most valuable business books written in recent years, The Upside of Turbulence: Seizing Opportunity in an Uncertain World published by HarperBusiness, Donald Sull describes what he characterizes as active inertia: “the tendency of well-established organizations to respond to changes by accelerating activities that succeeded in the past. (..)
As Donald Sull, the lead author and a senior lecturer at MIT Sloan School of Management, rightfully points out, we’ve been fighting for pay equity, and now it’s time to fight for a safe and healthy work environment too. But Sull isn’t just raising awareness; he’s taking action. His advice?
Over at HBR blogs, there is a wonderful debate on the subject of strategy between Roger Martin, who authored the post Stop Distinguishing Between Strategy and Execution, and Don Sull, an MIT scholar who believes there’s a meaningful distinction between strategy and execution.
1] Defined in HBR’s Why Strategy Execution Unravels—and What to Do About It (Donald Sull, Rebecca Homkes, and Charles Sull, MARCH 2015). For more information, see Cracking Complexity: The Breakthrough Formula for Solving Just About Anything Fast. [1]
Posted in Leadership Development Barry wasn’t happy that his boss put him through the 360 evaluation process. He was even unhappier after receiving the feedback. In fact, he was shocked, angry and disbelieving. There was no way he was unethical, thoughtless or lacking in credibility and integrity.
Donald Sull , London Business School professor, poses three questions to break down complex strategies into actionable steps. For more, see the article Simple Rules for a Complex World.
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.
Adam Bryant conducts interviews of senior-level executives that appear in his “Corner Office” column each week in the SundayBusiness section of The New York Times.
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.
” 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.
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. Taking a cue from Don Sull, we can distinguish between two types of competition. In a competitive economy you tend to get lots of little, focused companies.
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.
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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