We struggle to manage complexity every day. We follow intricate diets to lose weight, juggle multiple remotes to operate our home entertainment systems, face proliferating data at the office, and hack through thickets of regulation at tax time. But complexity isn't destiny. Sull and Eisenhardt argue there's a better way: by developing a few simple yet effective rules, you can tackle even the most complex problems.
"This got past my own simple rules. I won't re-read"
Based on more than a decade of research, The Upside of Turbulence draws lessons from companies that have consistently spotted and exploited opportunities that rivals have missed. The book explores realms ranging from improvisational comedy to the U.S. Marine Corp's combat doctrine. The result is a series of provocative insights that defy conventional wisdom.
After a long and successful run, the theory of disruptive innovation has come under attack of late. Last year, The New Yorker published a piece by Jill Lepore, a history professor at Harvard, attacking the whole idea as overblown and based on shoddy scholarship. In a recent Sloan Management Review article, Dartmouth professor Andrew King asked “How Useful Is the Theory of Disruptive Innovation?” and concluded it’s not nearly as valuable as its proponents argue.
Donald Sull reports on how a classic boxing match offers useful lessons on how to survive and even thrive in tough economic times.