Why Good Companies Go Bad and How Great Managers Remake Them

Why Good Companies Go Bad and How Great Managers Remake Them

by Donald N. Sull
     
 

This book shows how to keep your company from being blinded by its own success—and how to put a firm on the path to sustained greatness. Organisations must change to survive. But a blind commitment to success "formulas" that worked in the past often render companies unable to adapt when new competitive situations arise. This book spells out the common

Overview


This book shows how to keep your company from being blinded by its own success—and how to put a firm on the path to sustained greatness. Organisations must change to survive. But a blind commitment to success "formulas" that worked in the past often render companies unable to adapt when new competitive situations arise. This book spells out the common pitfalls that managers fall into, and outlines specific processes that managers can use to help their organizations overcome their inertia before it's too late.

Editorial Reviews

Economist
"argues that good firms go bad when they suffer from 'active inertia'...their values become dogmas, and their resources millstones."
May 31 2003
Toronto Globe and Mail
"fascinating...will prod you to see leadership anew, as a series of commitments that must be carefully managed."
July 16 2003
Financial Times
"a rounded account of...how to turn stale strategies into moist, wealth-creating business models."
May 12 2003

Product Details

ISBN-13:
9781591397168
Publisher:
Harvard Business Review Press
Publication date:
06/09/2005
Pages:
209
Product dimensions:
5.40(w) x 8.32(h) x 0.79(d)

Meet the Author


Donald N. Sull is an Associate Professor of Management Practice at London Business School. Previously an Assistant Professor of Business Administration at Harvard Business School, Sull was also a consultant at McKinsey & Company, Inc.

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