In the past few years, a number of well-known firms have failed; think of Blockbuster, Kodak, or RadioShack. When we read about their demise, it often seems inevitablea natural part of "creative destruction." But closer examination reveals a disturbing truth: Companies large and small are shuttering more quickly than ever. What does it take to buck this trend?
The simple answer is: ambidexterity. Firms must remain competitive in their core markets, while also winning in new domains. Innovation guru Clayton M. Christensen has been pessimistic about whether established companies can prevail in the face of disruption, but Charles A. O'Reilly III and Michael L. Tushman know they can! The authors explain how shrewd organizations have used an ambidextrous approach to solve their own innovator's dilemma. They contrast these luminaries with companies whichoften trapped by their own successeshave been unable to adapt and grow.
Drawing on a vast research program and over a decade of helping companies to innovate, the authors present a set of practices to guide firms as they adopt ambidexterity. Top-down and bottom-up leaders are key to this processa fact too often overlooked in the heated debate about innovation. But not in this case. Readers will come away with a new understanding of how to improve their existing businesses through efficiency, control, and incremental change, while also seizing new markets where flexibility, autonomy, and experimentation rule the day.
About the Author
Charles A. O'Reilly III is the Frank E. Buck Professor of Management at Stanford University's Graduate School of Business. Michael L. Tushman is the Paul R. Lawrence MBA Class of 1942 Professor of Business Administration at Harvard Business School. Together, they are the authors of Winning Through Innovation (2002). Their consulting practice, Change Logic, helps firms, CEOs, and senior teams around the world to innovate and thrive.
"Only one thing in life is constant: change. Ignore it and perish. Embrace it and thrive. O'Reilly and Tushman eloquently make the case for how great organizations simultaneously respect their past while embracing the future. A must-read for all leaders!" - Bruce Harreld, President, University of Iowa, and former SVP
"One of the perennial puzzles in business is how established companies can maintain their core while simultaneously pursuing new growth. This book provides an insightful perspective on the important role leadership can play in solving that puzzle." - Clayton M. Christensen Harvard Business School and author of The Innovator's Dilemma
Number Of Pages: 280
Published: 30th March 2016
Publisher: STANFORD UNIV PR
Country of Publication: US
Dimensions (cm): 23.9 x 16.2 x 2.2
Weight (kg): 0.51