Lead Change Blog
DECEMBER 10, 2014
Until…there’s too much of it, and its dark side surfaces: lack of innovation, narrow-minded thinking, ingrained and unquestioned bias, outdated practices, and failure to grow as a person. Professor Donald Sull calls it active inertia, an organization’s tendency to follow established patterns of behavior. Boredom, too.
Skip Prichard
JUNE 28, 2019
This question spurred frank and difficult conversations about why growth was stagnating, why employee attrition was happening, what it would take to effect real change (to culture, to policies and processes, to the product set, and to the customer experience), and who would have to step up to lead the charge. Tips to Ask Good Questions.
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Harvard Business Review
JULY 22, 2015
Barriers to entry are withering, innovations are easily copied, and disruption is everywhere. 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. It’s become part of the conventional wisdom.
Harvard Business Review
MAY 18, 2015
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. This is a subtle, but important nuance.
Harvard Business Review
MAY 12, 2015
And so, he famously argued, in addition to the fierceness of price competition among industry rivals, the degree of competitiveness in an industry (that is, the degree to which players are free to set their own prices) depends on the bargaining power of buyers and of suppliers, as well as how threatening substitute products and new entrants are.
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