Why Good Companies Go Bad and How Great Managers Remake Them

Donald N. Sull - Collection Strategy

210 pages, parution le 20/06/2005

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Résumé

It's a familiar story: a company rises to become an industry leader. Competitors try to emulate it. Analysts rave about it. Then the company stumbles, profits erode, and the stock plummets. How does this happen? More important, what can you do to prevent it from happening to your company?

In Why Good Companies Go Bad and How Great Managers Remake Them, Donald N. Sull takes a provocative look at corporate failure and proposes a practical new model for effecting change. Based on extensive global research, the book 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, and provides diagnostic tests, hands-on tools, and real company examples.

L'auteur - Donald N. Sull

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. He advises both multinational firms and new ventures in several countries.

Sommaire

HBR OnPoint from the Harvard Review "Managing by Commitments"
Acknowledgments
Introduction
The Life Cycle of Commitments
The Active Inertia Trap
Is Your Company at Risk?
The Power of Transforming Commitments
Choosing the Right Anchor
Picking the Right Person for the Job
Giving Your Commitments Traction
The Seven Deadly Sins of Transforming Commitments
The Private Side of Public Commitments
Appendix
Notes
Index
About the Author

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Caractéristiques techniques

	PAPIER
Éditeur(s)	Harvard Business School Press (HBS)
Auteur(s)	Donald N. Sull
Collection	Strategy
Parution	20/06/2005
Nb. de pages	210
Format	14 x 21
Couverture	Broché
Poids	340g
Intérieur	Noir et Blanc
EAN13	9781591397168
ISBN13	978-1-59139-716-8