Faculty
Donald Sull is a Senior Lecturer at the MIT Sloan School of Management.
Sull is a global authority on executing strategy in volatile markets, and teaches courses on strategy formation and implementation at MIT Sloan. 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 six books, including Simple Rules (with Kathy Eisenhardt, 2015), The Upside of Turbulence (2009), and Why Good Companies Go Bad. Sull has also written over 100 book chapters, case studies, and articles, including several bestselling Harvard Business Review articles.
Sull has regularly consults with large companies including Mars, Oracle, PIMCO, Royal Bank of Canada, Emirates Airline, Baker & McKenzie, Burberry, and The Bill and Melinda Gates Foundation. Sull is the Chairman of Film-Fish which uses a proprietary machine learning algorithm to recommend what TV show or movie to watch next.
Prior to academia, he worked as a consultant with McKinsey & Company, and as a management-investor with the leveraged buyout firm Clayton & Dubilier on the Uniroyal-Goodrich Tire Company deal.
Sull has taught entrepreneurship at the Harvard Business School and strategy at the London Business School, winning teaching awards at both schools.
Sull received his AB, MBA, and doctorate from Harvard University.
Sull, Donald, Rebecca Homkes and Charles Sull. Harvard Business Review, March 2015.
Sull, Donald, Stefano Turconi, and Charles Sull. MIT Sloan Management Review, July 21, 2020.
Sull, Donald, and Charles Sull. MIT Sloan Management Review, Forthcoming.
Sull, Donald, and Charles Sull. MIT Sloan Management Review, October 13, 2020.
Sull, Donald, Charles Sull, and Josh Bersin. MIT Sloan Management Review, June 3, 2020.
Sull, Donald, Hyo Kang, and Neil Thompson, MIT Sloan Working Paper 5887-19. Cambridge, MA: MIT Sloan School of Management, October 2019.
Ideas for transforming digital capabilities and spearheading innovation initiatives while preserving corporate culture amid COVID-19.
Work with remote work, facilitate peer-to-peer communication, confront supply chain shortfalls, and more.
Source: MIT Sloan Management Review (Opinion Piece)
"At first glance, you might expect COVID-19 to be a disaster for corporate culture."
Source: BlogTalkRadio (Audio)
Source: MIT Sloan Management Review (Opinion Piece)
