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Interview with Donald N Sull on Strategy Execution

September 2008 - By Dr. Nagendra V Chowdary

“It is difficult to change peoples underlying convictions. People are motivated by a variety of drives to achieve, to win, to serve, to affiliate with others, to acquire, to exercise power, to learn and research suggests these are fairly hard wired into our brains.”
— Prof. Donald N Sull
Effective executive interview with Donald N Sull on Strategy Execution

Donald N Sull is a Professor of Management Practice in Strategic and International Management at the London Business School. He has taught entrepreneurship at Harvard and strategy at London Business Schools, winning teaching awards at both the institutions.

He has published four books, including the award winning Why Good Companies go Bad and has coauthored Made in China , which was selected by the Financial Times as one of the eight best business books of 2005. Six of his seven Harvard Business Review articles have been bestsellers.

    Sull has been named an up and coming business thinker by the Financial Times and identified as belonging to one of the next generation of management gurus. He received his AB, MBA, and doctorate from Harvard University, and worked as a consultant with McKinsey & Company, and a management investor with the leveraged buyout firm Clayton, Dubilier & Rice prior to academia.

Useful for Understanding of:

  • Conviction attitudes of employees
  • Factors for the increased commitment and conviction levels of employees
  • Role of culture in shaping up commitments and conviction.
Originally Published in Effective Executive, IUP
Effective Executive Reference No. 03M-2008-09-13-06
IBSCDC Reference No. INT0035
Year and Month of Publication September 2008
Keywords Donald N Sull, Conviction attitudes of employees, Factors for the increased commitment and conviction levels of employees, Role of culture in shaping up commitments and conviction

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