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Donald Sull

Professor London Business School

  • London England

One of the ten new management gurus you should know--Fortune Magazine

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Biography

Dr. Donald Sull is a Professor of Strategy and Entrepreneurship, and Faculty Director of Executive Education at London Business School. Fortune Magazine listed him among the ten new management gurus, and The Economist identified his theory of active inertia as an idea that shaped business management over the past century. He has published over one hundred articles and case studies including several best-selling Harvard Business Review articles, and five award-winning books. Sull has three degrees from Harvard, where he taught entrepreneurship. He worked as a consultant with McKinsey & Company, and a management-investor with the leveraged buyout firm Clayton, Dubilier & Rice. He is an active investor in technology start-ups, works closely with several members of the Young Presidents' Organization, and advises the top management teams of companies including Oracle, Royal Bank of Canada, Standard Chartered, MTN, Baker & McKenzie, Microsoft, Burberry, and Pimco.

Industry Expertise

Financial Services
Oil and Gas
Consumer Goods
Professional Training and Coaching
Manufacturing
Legal Services
Business Services

Areas of Expertise

Executing Strategy for Results
Thriving in Turbulent Markets
Strategy and Execution
Simple Rules for A Complex World

Education

Harvard University

AB

1985

Harvard University

MBA

1992

Harvard University

Doctorate

1996

Event Appearances

Title

Baker & McKenzie Annual Meeting of all global partners  Beijing

2011-10-27

Title

Network Event: CEOs of twenty largest companies in Denmark  London

2011-10-06

Title

Gulf Petrochemical Association  Dubai

2011-10-08

Sample Talks

Thriving in turbulent markets

By most measures, volatility is on the rise. Based on a decade of study of more and less successful companies in turbulent markets including China, Brazil, fast fashion, and finance, this speech presents a few simple principles for seizing the upside of turbulence

Executing strategy for results

Execution tops the lists of most CEOs' concerns, yet two-thirds of all companies fail to execute their strategy effectively. This interactive speech introduces a comprehensive model of strategy execution based on cutting-edge research and successful roll out in companies.

Why good companies go bad (and how great managers avoid failure)

From GM to Lehman, many once-great companies have gone bad. This speech introduces "active inertia," an influential theory that explains why good companies go bad, illustrates the theory with stories of well-known corporate failures, and explains how to avoid this fate.

Style

Availability

  • Keynote
  • Panelist
  • Workshop Leader
  • Author Appearance

Fees

$30000 to $50000*Will consider certain engagements for no fee
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