The upside of turbulence
The upside of turbulence
The upside of turbulence

Donald Sull

The upside of turbulence

What we all saw as an endless row of crises was in fact a new normality of an increasingly globalised and turbulent world.

Donald Sull: 3 ways to re-structure your business processes in a downturn

Donald Sull: Why do good companies go bad?

Donald Sull

With his book 'The Upside of Turbulence' from 2009, Donald Sull, Professor at The London Business School, was one of the first management thinkers to articulate the fact that what we all were seeing as an endless row of crisis was in fact a new normality of an increasingly globalised and turbulent world.

Financial Times and Fortune have pointed Donald Sull out as one of 10 new management thinkers worth following and on Implement Thought Leaders 2010 he was talking about the concepts of strategic agility and absorption as means to take advantage of the increasing uncertainty and turbulence.

Some of the specific questions he answered at the conference were:

  • What characterises the companies that win in turbulence?
  • Why are some organisations constantly capable of taking advantage of opportunities that others miss?
  • What drives agility in an organisation – and what are the toxics?
  • How should we manage differently when change is permanent?
  • How do you build or rebuild agility into an organisation?

Visit Donald Sull's website or follow him on Twitter.

  • The Upside of Turbulence

    The Upside of Turbulence Donald Sull

  • Why Good Companies go Bad

    Why Good Companies go Bad Donald Sull

  • Revival of the Fittest

    Revival of the Fittest Donald Sull

  • Simple Rules: How to Thrive in a Complex World

    Simple Rules: How to Thrive in a Complex World


  • Simple Rules for a Complex World

    A decade ago, in the course of studying why certain high-tech companies thrived during the internet boom, we discovered something that surprised us: To shape their high-level strategies, companies like Intel and Cisco relied not on complicated frameworks but on simple rules of thumb.

  • How to Thrive in Turbulent Markets

    Uncertainty is the defining characteristic of any boxing match. Fighters and trainers can study the tapes of past fights or select sparring partners who simulate an opponent’s style, but they cannot predict a blow-by-blow chronology of a fight, foresee spikes in confidence, foretell the errant punch that splits an eyebrow, or anticipate a wily foe’s deliberate shift in tactics.

  • Strategy as Active Waiting

    Successful executives who cut their teeth in stable industries or in developed countries often stumble after entering more volatile markets. They falter, in part, because they mistakenly believe they can gaze deep into the future and draft a long-term strategy that will confer on them a sustainable competitive advantage.

Harvard Business Review