Donald Sull

Senior Lecturer, Technological Innovation, Entrepreneurship, and Strategic Management


Donald Sull Donald Sull is a Senior Lecturer at the MIT Sloan School of Management.

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.

Faculty Media

  • When It Comes to Culture, Does Your Company Walk the Talk?

    Company practices often conflict with corporate values. Closing the gap starts with communication.

  • The 9 Most Important Cultural Values

    A growing body of research has shown that a good corporate culture can lead to better financial performance, more innovation, and greater customer satisfaction.

  • Why Company Culture Matters for Strategic Results

    Good corporate culture is critical for striking the balance between strategic alignment and organizational agility.

  • Measuring Culture In Leading Companies

    Combing cutting-edge AI and MIT expertise, the Culture 500 provides a nuanced picture of corporate culture in the world’s top organizations.

  • New Case Study Takes Up Tesla’s Entry Into the Auto Industry

    This case study by Sull is perfect for analyzing an industry in flux, the financial and operational risks of a disruptive strategy, and how to create value by driving up willingness to pay in an...

  • [Innovation@Work Blog] Books by MIT Sloan Executive Education Faculty

    MIT Sloan's world-renowned faculty are experts in a vast number of subjects. Catch up on their latest research and breakthrough concepts in these books, authored or edited by the faculty themselves.

  • [Innovation @Work Blog] A New Book by Strategy Expert Donald Sull

    Simple Rules: How can people better manage the complexity inherent in the modern world?

  • With Goals, FAST Beats SMART

    To execute strategy, leaders must set ambitious targets, translate them into specific metrics and milestones, make them transparent throughout the organization, and discuss progress frequently.

  • Massive Overcapacity in Steel

    World-renowned management guru, Professor Donald Sull, said on Monday that steel producing companies like ArcelorMittal had few options but to reduce capacity when faced with overcapacity in a...

  • Your Boss Probably Has No Clue What Your Company's Top Priorities Are

    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...


Contact Information

Office: E62-469
Phone: (617) 324-4075
Support Staff
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Phone: (617) 253-6621