The Upside of Turbulence

July 6, 2009
Sull (Why Good Companies Go Bad
), professor at the London Business School, inveighs against the business world's terror of change and habitual response of accelerating activities that have worked in the past, a dynamic he terms “active inertia.” Sull demonstrates how turbulence—his term for rapid and unpredictable changes that influence a firm's ability to create value—provides opportunity for growth (his odd analogy describes how Italians originally thought tomatoes were poisonous; only when they were willing to experiment did they discover the root of their distinctive cuisine). Noting the “exceptionally turbulent” times we live in, Sull offers practical suggestions (and work sheets) to enhance a company's agility and ability to improvise. “Our theories about the future,” he reminds us, “remain subject to revision or rejection in light of new knowledge that might arise in the future. All our theories will let us down; we just don't yet know how or when.” With success stories from such companies as Microsoft and Carnival Cruise Lines, much of the information within is sound, but the lofty tone might make this a tough sell in an already shell-shocked marketplace.

August 15, 2009
Both of these titles explore the interconnected machinations of the business and personal worlds. Sull (management, London Business Sch.) offers the big picture, suggesting that turbulence creates new and often global opportunities, which individuals must be able to respond to proactively; however, his dependence on business case studies is hardly innovative. On the other hand, Joel (president, Twist Image), once referred to as a "rock star of digital marketing," offers more concrete suggestions for participating in an ever more connected world; of particular interest are his thoughts on transforming virtual relationships into face-to-face ones and dealing with the media.

Copyright 2009 Library Journal, LLC Used with permission.

September 1, 2009
Sull, both an academic and author, understands that those who see only threats and risks in our uncertain world miss opportunities that volatility generates. He cites at length the example of Lakshmi Mittal, Indian steel magnate and billionaire, who seized opportunities in emerging markets, produced innovation with his novel combination of existing resources, and found opportunities in the shift of consumer preferences. Defining turbulence as rapid and unpredictable changes in the environment that influence a firms ability to create value, Sull sets out to highlight the big picture of a world in constant flux; to explain that the focus on threats in a turbulent world leads to centralized control, limited experimentation, and the focus on existing resources; and to show individuals how to capture the upside of turbulence more quickly than rivals. Using case studies, quizzes, and diagrams, this obvious textbook offers excellent advice not only for students but entrepreneurs and managers who, Sull contends, succeed not because of who they are but because of what they do.(Reprinted with permission of Booklist, copyright 2009, American Library Association.)