Excellent commitment

Author: Donald N. Sull
Publisher:
Publish Date: 2003-09-01
Features: This is a book that combines theory with practical advice and is easy to read. Most business management books only explore theory without explaining how to apply it in practice. This book breaks with tradition, as the author suggests readers adopt many practical approaches that can be used to improve their companies right after starting work on a Monday morning. In unpredictable market environments, success and failure both stem from commitments. The author clearly points out in the book that as long as the commitment model is grasped, companies can maintain a healthy body and cultivate continuously growing competitiveness. This book is a user's guide, aiming to help managers make, manage, and reinvent commitments more effectively.
The story sounds familiar: a new company takes off and quickly rises to become an industry leader. Competitors try to imitate it, industry analysts praise it, and the company's CEO becomes a magazine cover star. After a while, the company faces setbacks, performance declines, profits slide, and stock prices begin to plummet. What went wrong? Why do excellent companies often go from success to failure? More importantly, what can be done to avoid the same fate for your own company?
In this book, the new generation management master Donald N. Sull directly addresses the issue of corporate failure, touching the pain points of managers while proposing a very practical new model to help them manage change and significantly extend the life of their organizations. The author points out that when a company's performance reaches its peak, when the organization makes a series of management commitments (on core strategy, key customers, or innovation processes), gradually building the company's success formula, leaders plant the seeds of failure. Due to excessive obsession with the success formula, when the external environment changes, managers still cling to past methods, strategies, or processes that worked before, which the author calls "positive inertia."
Generally, there are two common perceptions about business development: one is the biological theory of evolution, which is that every business has its own life cycle, but this seems to struggle to explain why some companies go further in the same environment while others don't; the other is the theory of revolution, which is that managers can and should constantly destroy the existing success formula and start from scratch, but in the long run, the reality of "revolution" is likely to destroy...