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Why Good Companies Go Bad And How Great Managers Remake Them |  |
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Why Good Companies Go Bad And How Great Managers Remake Them | |
"...chock-full of compelling insights." International Herald Tribune
Much has been written about how companies can go from good to great, but the reality is that most companies go from good to bad-or worse. Based on extensive research into successful and failed transformations in many industries, Donald N. Sull unveils a new model for change that centers around transformational commitments-specific actions that help eliminate status-quo behaviors in five areas: strategic frames, relationships, processes, resources, and values. He introduces practical tools that managers can use to diagnose and fight active inertia and successfully implement the right commitment for the right dilemma. This new edition includes best-selling Harvard Business Review article "Why Good Companies Go Bad," and a new appendix to help managers assess their managerial commitments.
作者简介
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.
媒体推荐 "a rounded account of...how to turn stale strategies into moist, wealth-creating business models." -- Financial Times, May 12 2003
"argues that good firms go bad when they suffer from 'active inertia'...their values become dogmas, and their resources millstones." -- Economist, May 31 2003
"fascinating...will prod you to see leadership anew, as a series of commitments that must be carefully managed." -- Toronto Globe and Mail, July 16 2003
编辑推荐 Review
"a rounded account of...how to turn stale strategies into moist, wealth-creating business models." -- Financial Times, May 12 2003
"argues that good firms go bad when they suffer from 'active inertia'...their values become dogmas, and their resources millstones." -- Economist, May 31 2003
"fascinating...will prod you to see leadership anew, as a series of commitments that must be carefully managed." -- Toronto Globe and Mail, July 16 2003
