0616 | Donald Sull & Kathleen Eisenhardt

LDRLB

Donald Sull is a global expert on strategy and execution in turbulent markets. He is a senior lecturer at the MIT Sloan School of Management. Leadership Podcast complexity leadership management simple rules systemsKathleen Eisenhardt is the S. Ascherman Professor of Strategy at Stanford, a highly cited author, and the co-director of the Stanford Technology Ventures Program. The are the authors of the new book Simple Rules: How to Thrive in a Complex World.

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Weekly Round-Up: 2020 Culture Champions, Bolster Your Bottom Line, 14 Best Change Management Articles, Leadership Insights & Tips, Ensure Your Employees Feel Valued

leaderCommunicator

Welcome to my weekly round-up of the best-of-the-best leadership and communication blog posts I've seen recently.

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The Upside of Turbulence: A book review by Bob Morris

First Friday Book Synopsis

The Upside of Turbulence: Seizing Opportunities in an Uncertain World Donald Sull HarperBusiness (2009) How and why “agile absorption” is essential when seizing the upside of turbulence in the global marketplace Donald Sull provides a brilliant analysis of a process that continues throughout the world as I now compose and then you read this brief [.].

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Blogging on Business Update from Bob Morris: Week of 11/19/12

First Friday Book Synopsis

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. Perkins Donald Sull Forbes magazine Glassdoor Harvard Business Review Inc.

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Weekly Round-Up: Measuring Culture in Leading Companies, Brand Strategy for Leaders, Improving Employee Engagement & Culture, Communicating with Global Employees, Creating a Culture of Innovation

leaderCommunicator

This Week's Round-Up of Leadership and Communication Blogs: Measuring Culture in Leading Companies By Donald Sull, Charles Sull, and Andrew Chamberlain ( @CultureXInsight , @CharlieCultureX , and @adchamberlain via @mitsmr and @Glassdoor ), MITSloan Management Review and Glassdoor MITSloan teamed up with Glassdoor to quantify, compare and benchmark corporate cultures across organizations in a way that hasn't been done before. “

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How to Solve Complex Problems Fast

Skip Prichard

Implementing a customer relationship management system is complicated; delivering a winning customer experience every time is complex. 1] Defined in HBR’s Why Strategy Execution Unravels—and What to Do About It (Donald Sull, Rebecca Homkes, and Charles Sull, MARCH 2015). Simplicity in the Age of Complexity. The answer is simple,” the professor said, then he waited a minute and added the important qualifier, “if you are a mathematical genius.”.

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Before You Agree to Take on New Work, Ask 3 Questions

Harvard Business

” Donald Sull and Dominic Houlder suggest creating a worksheet with four columns. Decision making Time management Work-life balance Digital ArticleDuring the 2009 recession, I took a high-profile job with a marketing agency. On the surface, it looked like a dream opportunity. The clients were big, the pay was excellent, and given the economic climate at the time, I considered myself lucky. No, the work didn’t excite me, but what would people think if I turned it down?

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Business Competition Has Not Gotten Fiercer

Harvard Business Review

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. A close look at a number of HBR articles will show authors expressing frustration that companies are taking their time in implementing great new management ideas. Taking a cue from Don Sull, we can distinguish between two types of competition. It’s become part of the conventional wisdom.

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Explain Your New Strategy By Emphasizing What It Isn’t

Harvard Business Review

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. The problem is that most widely used planning processes like management by objectives and balanced scorecards overlook the contrast piece of the compare-and-contrast equation.

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Is It Better to Be Strategic or Opportunistic?

Harvard Business Review

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. But by and large manager s understand that they need to do both things – create a difficult-to-imitate competitive position, but also seize new opportunities, find new ways to compete.

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