Sull is a global authority on managing in turbulent markets, and directs a week-long course on effectively executing strategy in volatile markets. He has been identified as a leading management thinker by The Economist, The Financial Times, and Fortune which named him among the ten new management gurus to know. The Economist listed his theory of active inertia among the ideas that shaped business management over the past century.
He has published five books, including The Upside of Turbulence (2009). His book Made in China was named one of the top eight business books of 2005 by the Financial Times and his book Why Good Companies Go Bad was a finalist for the Academy of Management’s Outstanding Management Book Award. Sull has also written over 100 book chapters, case studies, and articles, including several bestselling Harvard Business Review articles.
As a consultant and management educator, Sull has worked with companies including Mars, Oracle, PIMCO, Royal Bank of Canada, Standard Chartered Bank, Emirates Airline, Baker & McKenzie, Burberry, and Schneider Electric. He speaks regularly at leading management conferences, such as Microsoft’s CEO Summit and the McKinsey Strategy Summit.
Prior to academia, he worked as a consultant with McKinsey & Company, and a management-investor with the leveraged buyout firm Clayton & Dubilier on the Uniroyal-Goodrich Tire Company deal. He remains active in private equity as an investor and advisor to start-up companies. He lives in London and Cape Cod.
Sull received his AB, MBA, and doctorate from Harvard University, where he taught entrepreneurship at the Harvard Business School before rejoining the London Business School faculty as a professor of management practice in strategy and entrepreneurship. Sull has won teaching awards at both London Business School and Harvard University.
Simple Rules: How can people better manage the complexity inherent in the modern world?
The research team started off by asking more than 11,000 senior managers what was supposed to be an easy question: What are your company’s top three to five priorities? The results were “shockingly...
“In our survey, we asked people to list their company’s top three to five priorities. The results are not good news. Even with five tries, on average, only around 50% can list the same one priority...
Disruptive innovation is a parsimonious theory that explains many business failures. But not all.
After years of neglect, zero-based budgeting is back in vogue. What’s behind the resurgence?
Sull points to how good execution driven from the top is a myth – in fact good execution, which is about an ongoing alignment and adaptation of business units and balancing initiatives in order to...
The common perception is that companies, like people, pass through a series of life stages. But executives can avert the seemingly inevitable decline of many mature corporations by viewing their...
Donald Sull explains why strategic objectives are poorly understood.
“Books and articles on strategy outnumber those on execution by an order of magnitude,” says Don Sull, senior lecturer at the MIT Sloan School of Management.
What do burglars, Stanford’s football team, and Federal Reserve chair Janet Yellen have in common? They all use simple rules to help them navigate complex challenges.
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