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This book shows how to keep your company from being blinded by its own success—and how to put a firm on the path to sustained greatness. Organisations must change to survive. But a blind commitment to success "formulas" that worked in the past often render companies unable to adapt when new competitive situations arise. This book spells out the common pitfalls that managers fall into, and outlines specific processes that managers can use to help their organizations overcome their inertia before it's too late.
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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.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
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