leaderCommunicator
JUNE 28, 2019
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.
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much of it, and its dark side surfaces: lack of innovation, narrow-minded thinking, ingrained and unquestioned bias, outdated practices, and failure to grow as a person.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.
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Skip Prichard
JUNE 28, 2019
The tight timeframe and “what must we all start working on” clause pushed people from platitudes like ‘working smarter’ or ‘being more innovative’ into concrete actions, including which sacred cow projects to stop. Leadership Tip: Don’t be afraid of how people will react. Tips to Ask Good Questions.
First Friday Book Synopsis
NOVEMBER 25, 2012
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.
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 13, 2014
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. When Innovation Is Strategy.
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.
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