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Simple Rules
Outlines an approach to high-performance problem solving and decision making that draws on insights from survival guides, pop culture, and other sources.
Why Good Companies Go Bad and how Great Managers Remake Them
This is a revised edition of Revival of the Fittest published in Harvard Business Review's "OnPoint" feature in 2003. Sull (formerly at Harvard Business School; now at London Business School) emphasizes making/honoring/remaking commitments as an attribute behind great managers and businesses. He presents case examples, data on commitment life cycles and risks, and a Commitment Inventory. Annotation 2005 Book News, Inc., Portland, OR (booknews.com).
Made In China
Executives worldwide have studied and emulated U.S. entrepreneurs from Bill Gates to Michael Dell. Yet, we know next to nothing about the pioneers who are reshaping the world's second largest economy: China. In the face of murky ownership structures, inconsistent access to capital, shifting industrial policy, and other obstacles, an elite few Chinese firms have thrived during the turbulence of the last decade. In Made in China, Donald N. Sull profiles eight of these formidable ventures to reveal the secrets behind their surprising success. Based on extensive research, including in-depth interviews and access to corporate archives, Made in China explores these entrepreneurs' winning strategie...
The Upside of Turbulence
The Upside of Turbulence is an enlightening look at the inherent paradox of how to strategize and plan in a turbulent business world where the only thing that doesn’t change is change itself. In this book, based on a decade of research, historical case studies, and intensive work with established enterprises and start-ups, Donald Sull, named an “up and coming thinker” by the Financial Times, lays out the fundamental logic of opportunity and provides a series of practical steps to translate insight into action.
Simple Rules
Life gets more complicated every day. Whether you're struggling with information overload, attempting to act effectively with limited resources or trying to change bad habits - all you need is Simple Rules. Donald Sull and Kathleen Eisenhardt have spent the last decade working with businesses around the world, and have developed a set of highly effective, tried-and-tested rules to help tackle complex problems, whatever they are. In Simple Rules they share them with you. So, how do we make the best decisions when deluged with data? How do we solve problems across global networks? And how do we pinpoint what exactly it is that is holding us back from success? Sull and Eisenhardt have distilled two careers-worth of research, experience and work into a much needed guide to achieving our most pressing personal and professional objectives, from overcoming insomnia to becoming a better manager or a smarter investor. Full of tips, illuminating case studies and clear advice, Simple Rules provides the tools you need.
Execution
Larry Bossidy is one of the world's most acclaimed CEOs, with a track record for delivering results that has few peers. Ram Charan is a legendary advisor to senior executives and boards of directors, with unparalleled insight into why some companies are successful and others not. The result is the book people in business need today. One with a highly practical framework for closing the gap between results promised and results delivered. After a long, stellar career with GE, Larry Bossidy became CEO of Allied Signal and transformed it into one of the world's most admired companies. Accomplishments like 31 consecutive quarters of earnings-per-share growth of 13% or more don't just happen. They result from consistent practice of the discipline of execution: understanding how to link the three core processes of any business together: people, strategy and operations.
X-Teams
Why do good teams fail? Very often, argue Deborah Ancona and Henrik Bresman, it is because they are looking inward instead of outward. Based on years of research examining teams across many industries, Ancona and Bresman show that traditional team models are falling short, and that what’s needed--and what works--is a new brand of team that emphasizes external outreach to stakeholders, extensive ties, expandable tiers, and flexible membership. The authors highlight that X-teams not only are able to adapt in ways that traditional teams aren’t, but that they actually improve an organization’s ability to produce creative ideas and execute them—increasing the entrepreneurial and innovative capacity within the firm. What’s more, the new environment demands what the authors call “distributed leadership,” and the book highlights how X-teams powerfully embody this idea.
Competing on Analytics
You have more information at hand about your business environment than ever before. But are you using it to “out-think” your rivals? If not, you may be missing out on a potent competitive tool. In Competing on Analytics: The New Science of Winning, Thomas H. Davenport and Jeanne G. Harris argue that the frontier for using data to make decisions has shifted dramatically. Certain high-performing enterprises are now building their competitive strategies around data-driven insights that in turn generate impressive business results. Their secret weapon? Analytics: sophisticated quantitative and statistical analysis and predictive modeling. Exemplars of analytics are using new tools to identify their most profitable customers and offer them the right price, to accelerate product innovation, to optimize supply chains, and to identify the true drivers of financial performance. A wealth of examples—from organizations as diverse as Amazon, Barclay’s, Capital One, Harrah’s, Procter & Gamble, Wachovia, and the Boston Red Sox—illuminate how to leverage the power of analytics.
Results
"For anyone who's ever said, "Wow, that's a great idea, but it'll never happen here" or "Whew, we pulled it off again, but I'm tired of all this sprinting," Results provides robust, practical ideas for becoming and remaining a resilient business."--BOOK JACKET.
The Strategy-focused Organization
A Powerful New Approach to Performance Management from the Creators of the Balanced Scorecard In Today's business environment, strategy has never been more important. Yet research shows that most companies fail to execute strategy successfully. Behind this abysmal track record lies an undeniable fact: many companies continue to use management processes-top-down, financially driven, and tactical-that were designed to run yesterday's organizations. Now, the creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organizatio...
