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	<title>Don Sull's Blog</title>
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	<link>http://blogs.ft.com/donsullblog</link>
	<description>Leading in turbulent times - Don Sull's blog for the FT</description>
	<pubDate>Sat, 21 Nov 2009 13:46:54 +0000</pubDate>
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			<item>
		<title>Building operational agility: Getting the right information</title>
		<link>http://blogs.ft.com/donsullblog/2009/11/21/building-operational-agility-getting-the-right-information/</link>
		<comments>http://blogs.ft.com/donsullblog/2009/11/21/building-operational-agility-getting-the-right-information/#comments</comments>
		<pubDate>Sat, 21 Nov 2009 13:44:14 +0000</pubDate>
		<dc:creator>Don Sull</dc:creator>
		
		<category><![CDATA[The Upside of Turbulence]]></category>

		<category><![CDATA[execution]]></category>

		<category><![CDATA[organizational agility]]></category>

		<category><![CDATA[turbulence]]></category>

		<category><![CDATA[value creation]]></category>

		<category><![CDATA[agility]]></category>

		<category><![CDATA[ERP]]></category>

		<category><![CDATA[fashion]]></category>

		<category><![CDATA[fast fashion]]></category>

		<category><![CDATA[information systems]]></category>

		<category><![CDATA[operational agility]]></category>

		<category><![CDATA[opportunities]]></category>

		<category><![CDATA[real-time data]]></category>

		<category><![CDATA[Toyota]]></category>

		<category><![CDATA[Zara]]></category>

		<guid isPermaLink="false">http://blogs.ft.com/donsullblog/?p=6356</guid>
		<description><![CDATA[Leaders recognize the value of agility in turbulent markets, but are often less clear on how they can enhance their own organization&#8217;s ability to identify and seize opportunities more effectively than rivals.  Over the past decade, I have analyzed more and less successful firms in some of the world&#8217;s most turbulent markets, including China, Brazil, [...]]]></description>
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		</item>
		<item>
		<title>Agility to win in a turbulent world</title>
		<link>http://blogs.ft.com/donsullblog/2009/11/18/agility-to-win-in-a-turbulent-world/</link>
		<comments>http://blogs.ft.com/donsullblog/2009/11/18/agility-to-win-in-a-turbulent-world/#comments</comments>
		<pubDate>Wed, 18 Nov 2009 14:44:19 +0000</pubDate>
		<dc:creator>Don Sull</dc:creator>
		
		<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://blogs.ft.com/donsullblog/?p=6341</guid>
		<description><![CDATA[With the worst of the economic crisis behind them, many executives look forward to a period of stability and predictability when companies can return to business as usual. They are likely to be disappointed. Market turbulence did not begin with the fall of Lehman Brothers, and it will not end when the global economy recovers. [...]]]></description>
		<wfw:commentRss>http://blogs.ft.com/donsullblog/2009/11/18/agility-to-win-in-a-turbulent-world/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Clear choices and messy situations</title>
		<link>http://blogs.ft.com/donsullblog/2009/11/14/clear-choices-and-messy-situations/</link>
		<comments>http://blogs.ft.com/donsullblog/2009/11/14/clear-choices-and-messy-situations/#comments</comments>
		<pubDate>Sat, 14 Nov 2009 12:44:27 +0000</pubDate>
		<dc:creator>Don Sull</dc:creator>
		
		<category><![CDATA[book review]]></category>

		<category><![CDATA[mental maps]]></category>

		<category><![CDATA[turbulence]]></category>

		<category><![CDATA[Frank Knight]]></category>

		<category><![CDATA[profit]]></category>

		<category><![CDATA[risk]]></category>

		<category><![CDATA[uncertainty]]></category>

		<guid isPermaLink="false">http://blogs.ft.com/donsullblog/?p=6146</guid>
		<description><![CDATA[While trying to understand the sources of economic profit, the economist Frank Knight introduced a powerful distinction between risk and uncertainty. Knight&#8217;s distinction is more nuanced and interesting than the caricature view that his critics dismiss. In my view, the difference between risk and uncertainty hinges on the range of possible actions an investor, manager, [...]]]></description>
		<wfw:commentRss>http://blogs.ft.com/donsullblog/2009/11/14/clear-choices-and-messy-situations/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Frank Knight: An American Socrates</title>
		<link>http://blogs.ft.com/donsullblog/2009/11/10/frank-knight-an-american-socrates/</link>
		<comments>http://blogs.ft.com/donsullblog/2009/11/10/frank-knight-an-american-socrates/#comments</comments>
		<pubDate>Tue, 10 Nov 2009 14:25:51 +0000</pubDate>
		<dc:creator>Don Sull</dc:creator>
		
		<category><![CDATA[book review]]></category>

		<category><![CDATA[turbulence]]></category>

		<category><![CDATA[value creation]]></category>

		<category><![CDATA[Chicago School]]></category>

		<category><![CDATA[Chicago School of Economics]]></category>

		<category><![CDATA[economic models]]></category>

		<category><![CDATA[Frank Knight]]></category>

		<category><![CDATA[profit]]></category>

		<category><![CDATA[risk]]></category>

		<category><![CDATA[skepticism]]></category>

		<category><![CDATA[uncertainty]]></category>

		<guid isPermaLink="false">http://blogs.ft.com/donsullblog/?p=4191</guid>
		<description><![CDATA[Market volatility has undermined the credibility of models in macro-economics and finance. Lacking accurate maps to navigate the current turbulence, investors, scholars, and managers are spending more time pondering uncertainty and risk. These topics can lure even hard-nosed thinkers into fuzzy rumination&#8211;recall Donald Rumsfeld&#8217;s distinction between known unknowns and unknown unknowns. In these unsettled times, [...]]]></description>
		<wfw:commentRss>http://blogs.ft.com/donsullblog/2009/11/10/frank-knight-an-american-socrates/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Good to global: Align your organization</title>
		<link>http://blogs.ft.com/donsullblog/2009/11/07/good-to-global-align-your-organization/</link>
		<comments>http://blogs.ft.com/donsullblog/2009/11/07/good-to-global-align-your-organization/#comments</comments>
		<pubDate>Sat, 07 Nov 2009 12:01:14 +0000</pubDate>
		<dc:creator>Don Sull</dc:creator>
		
		<category><![CDATA[business models]]></category>

		<category><![CDATA[emerging markets]]></category>

		<category><![CDATA[execution]]></category>

		<category><![CDATA[value creation]]></category>

		<category><![CDATA[CEMEX]]></category>

		<category><![CDATA[emerging market champions]]></category>

		<category><![CDATA[globalization]]></category>

		<category><![CDATA[going global]]></category>

		<category><![CDATA[strategic transformation]]></category>

		<guid isPermaLink="false">http://blogs.ft.com/donsullblog/?p=5811</guid>
		<description><![CDATA[The final stage in globalizing is less a step and more a long march. After adopting a global mindset and giving their commitment teeth, executives must make a series of organizational changes&#8211;large and small&#8211;required to execute on their global strategy. To succeed on the global stage, a company must align its organizational realities with its [...]]]></description>
		<wfw:commentRss>http://blogs.ft.com/donsullblog/2009/11/07/good-to-global-align-your-organization/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Good to global: Give your commitment teeth</title>
		<link>http://blogs.ft.com/donsullblog/2009/11/04/good-to-global-give-your-commitment-teeth/</link>
		<comments>http://blogs.ft.com/donsullblog/2009/11/04/good-to-global-give-your-commitment-teeth/#comments</comments>
		<pubDate>Wed, 04 Nov 2009 09:55:09 +0000</pubDate>
		<dc:creator>Don Sull</dc:creator>
		
		<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://blogs.ft.com/donsullblog/?p=5801</guid>
		<description><![CDATA[Committing to a global mindset is only the first step in globalization. Just because the owner is committed to going global, there is no guarantee that the rest of the organization will follow along. Samsung&#8217;s Chairman Lee declared a &#8220;Second Foundation&#8221; in 1987, but found the group had made little progress six years later in [...]]]></description>
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		</item>
		<item>
		<title>Good to global: Committing to a global mindset</title>
		<link>http://blogs.ft.com/donsullblog/2009/11/01/good-to-global-committing-to-a-global-mindset/</link>
		<comments>http://blogs.ft.com/donsullblog/2009/11/01/good-to-global-committing-to-a-global-mindset/#comments</comments>
		<pubDate>Sun, 01 Nov 2009 12:18:23 +0000</pubDate>
		<dc:creator>Don Sull</dc:creator>
		
		<category><![CDATA[emerging markets]]></category>

		<category><![CDATA[value creation]]></category>

		<category><![CDATA[Embraer]]></category>

		<category><![CDATA[global competition]]></category>

		<category><![CDATA[globalization]]></category>

		<category><![CDATA[globalize]]></category>

		<category><![CDATA[go global out of emerging markets]]></category>

		<category><![CDATA[Samsung]]></category>

		<category><![CDATA[South Korea]]></category>

		<guid isPermaLink="false">http://blogs.ft.com/donsullblog/?p=5791</guid>
		<description><![CDATA[Making the leap from local player to a global firm often takes the better part of a decade. Owners and executives take the first step by committing to a global mindset.  Many executives still view the world from the vantage point of their corporate headquarters. This mindset resembles  the route maps found the in-flight [...]]]></description>
		<wfw:commentRss>http://blogs.ft.com/donsullblog/2009/11/01/good-to-global-committing-to-a-global-mindset/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Are you ready to go global?</title>
		<link>http://blogs.ft.com/donsullblog/2009/10/28/are-you-ready-to-go-global/</link>
		<comments>http://blogs.ft.com/donsullblog/2009/10/28/are-you-ready-to-go-global/#comments</comments>
		<pubDate>Wed, 28 Oct 2009 21:55:11 +0000</pubDate>
		<dc:creator>Don Sull</dc:creator>
		
		<category><![CDATA[turbulence]]></category>

		<category><![CDATA[value creation]]></category>

		<guid isPermaLink="false">http://blogs.ft.com/donsullblog/?p=5781</guid>
		<description><![CDATA[My last post discussed how Samsung went from a good local competitor to a great global one. Many executives dream of following in Samsung&#8217;s footsteps by moving onto the global stage. Successful globalization, however, depends on a firm&#8217;s domestic market position, timing, and the owners&#8217; preferences and time-horizon. Before they take the plunge, executives should [...]]]></description>
		<wfw:commentRss>http://blogs.ft.com/donsullblog/2009/10/28/are-you-ready-to-go-global/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Good to global: Samsung&#8217;s rise</title>
		<link>http://blogs.ft.com/donsullblog/2009/10/25/good-to-global-samsungs-rise/</link>
		<comments>http://blogs.ft.com/donsullblog/2009/10/25/good-to-global-samsungs-rise/#comments</comments>
		<pubDate>Sun, 25 Oct 2009 10:27:39 +0000</pubDate>
		<dc:creator>Don Sull</dc:creator>
		
		<category><![CDATA[emerging markets]]></category>

		<category><![CDATA[emerging market champions]]></category>

		<category><![CDATA[global management]]></category>

		<category><![CDATA[globalization]]></category>

		<category><![CDATA[Korea]]></category>

		<category><![CDATA[Samsung]]></category>

		<category><![CDATA[South Korea]]></category>

		<guid isPermaLink="false">http://blogs.ft.com/donsullblog/?p=5691</guid>
		<description><![CDATA[The rise of emerging market champions is good news, in contrast, for the entrepreneurs and executives who lead firms in developing countries, who draw inspiration from the success of firms like Mittal or AmBev. Inspiration alone is not enough. Executives and owners of emerging market firms must also understand how they can take their firm [...]]]></description>
		<wfw:commentRss>http://blogs.ft.com/donsullblog/2009/10/25/good-to-global-samsungs-rise/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Emerging market champions: Comfortable myths and harsh realities</title>
		<link>http://blogs.ft.com/donsullblog/2009/10/21/emerging-market-champions-comfortable-myths-and-harsh-realities/</link>
		<comments>http://blogs.ft.com/donsullblog/2009/10/21/emerging-market-champions-comfortable-myths-and-harsh-realities/#comments</comments>
		<pubDate>Wed, 21 Oct 2009 20:19:44 +0000</pubDate>
		<dc:creator>Don Sull</dc:creator>
		
		<category><![CDATA[The Upside of Turbulence]]></category>

		<category><![CDATA[emerging markets]]></category>

		<category><![CDATA[talent]]></category>

		<category><![CDATA[turbulence]]></category>

		<category><![CDATA[AB InBev]]></category>

		<category><![CDATA[AmBev]]></category>

		<category><![CDATA[Anheuser Busch]]></category>

		<category><![CDATA[CEMEX]]></category>

		<category><![CDATA[Embraer]]></category>

		<category><![CDATA[Haier]]></category>

		<category><![CDATA[InBev]]></category>

		<category><![CDATA[Japan inc]]></category>

		<category><![CDATA[Lenovo]]></category>

		<category><![CDATA[Mittal]]></category>

		<category><![CDATA[Mittal Steel]]></category>

		<category><![CDATA[Vale]]></category>

		<guid isPermaLink="false">http://blogs.ft.com/donsullblog/?p=5081</guid>
		<description><![CDATA[In October 31, 1989 Mitsubishi Estate bought a controlling stake in the Rockefeller Group, owner of iconic buildings including Rockefeller Center and Radio Center Music Hall. The acquisition, for many, underscored the inevitable rise of Japan Inc. In the preceding decade, best-selling books like Clyde Prestowitz&#8217; Trading Places: How we are Giving Our Future to [...]]]></description>
		<wfw:commentRss>http://blogs.ft.com/donsullblog/2009/10/21/emerging-market-champions-comfortable-myths-and-harsh-realities/feed/</wfw:commentRss>
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