O'Reilly, Charles A., III, Michael L. Tushman

Lead and Disrupt

How to Solve the Innovator's Dilemma

• Gebundenes Buch

Produktbeschreibung

Fully revised, this second edition offers a proven strategy for using ambidexterity to build incremental growth for mature organizations, and the flexibility to adapt in fast-changing environments.

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Produktdetails

• Verlag: Stanford University Press
• 2 ed
• Seitenzahl: 312
• Erscheinungstermin: 7. September 2021
• Englisch
• Abmessung: 231mm x 156mm x 34mm
• Gewicht: 642g
• ISBN-13: 9781503629523
• ISBN-10: 150362952X
• Artikelnr.: 61115453

Autorenporträt

Charles A. O'Reilly III is Frank E. Buck Professor of Management at Stanford Graduate School of Business. He is also the co-director of Leading Change and Organizational Renewal. He is the recipient of multiple awards, including the Distinguished Scholar Award by the Academy of Management and the Organizational Behavior Division Lifetime Achievement Award in 2010. Michael L. Tushman is Baker Foundation Professor, Paul R. Lawrence MBA Class of 1942 Professor of Business Administration, Emeritus, and Charles B. (Tex) Thorton Chair of the Advanced Management Program at Harvard Business School. He is also the co-director of Leading Change and Organizational Renewal. He is the recipient of multiple awards, including the Distinguished Scholar Award by the Academy of Management and the Organization and Management Theory Division Lifetime Achievement Award.

Inhaltsangabe

Contents and Abstracts
1Today's Innovation Puzzle
chapter abstract
In the past few years we've seen a number of well-known firms fail or go
bankrupt (e.g., Blockbuster, Kodak, Sears) and more failures are on the
horizon. This book describes what it takes for leaders to succeed in the
face of accelerating change. It describes how some leaders and their
organizations have been able to compete successfully in mature technologies
and markets and transform their organizations by exploring in new domains
(e.g., Amazon, IBM) while others have been trapped by their own success.
Although this perspective is based on a substantial body of empirical
research, the material described here is highly applied and moves well
beyond the typical exhortations offered in most books on leadership and
change.
2Explore and Exploit
chapter abstract
This chapter offers two simple frameworks (the congruence model and the
success syndrome) that illustrate the power of organizational alignment in
driving organizational performance. It also describes how the alignment
needed for success in a mature business can make it difficult to succeed in
the face of change and why successful organizations, faced with disruptive
change, sometimes fail. We illustrate this dynamic with a story of
organizational success (Amazon) and one of organizational failure (SAP).
3Achieving Balance with Innovation Streams
chapter abstract
Why do successful organizations fail? This chapter uses rich descriptions
of two old companies (Sears and the Ball Corporation) to show how some
leaders are able to help their organizations evolve and adapt to disruptive
innovation. We elaborate on the innovation streams framework introduced in
Chapter 1 to show how different types of change can require leaders to
manage different types of alignments.
4Culture as Competitive (Dis)Advantage
chapter abstract
Organizational culture can be a competitive advantage or a disadvantage.
The term culture is often identified by senior executives as a critical
element in organizational success. But what is it and how can leaders
change it? This chapter shows how culture can operate as a social control
system in organizations that can be a critical element in helping or
hindering strategy execution. We show how the cultures needed for
exploitation are different in important ways from those needed for
exploration-and how leaders can align their cultures to fit the needed
strategy. Using firms such as Microsoft and General Motors as examples, we
show how leaders can change their organization's culture and how
ambidexterity requires leaders to manage multiple cultures within the same
firm.
5Seven Innovation Stories
chapter abstract
Using the frameworks developed in the first three chapters, here we provide
a set of detailed examples for how ambidexterity can operate. We describe
how the leaders of seven different organizations (e.g., a newspaper, a
manufacturing company, a high-tech firm, etc.) were able to meet the
challenge of disruptive change. On the basis of these insights we identify
three essential elements necessary for leaders to design ambidextrous
organizations.
6Getting It Right Versus Almost Right
chapter abstract
Here we expand on the insights from Chapter 5 and describe in detail a
process that IBM uses to generate organic growth-the Emerging Business
Opportunity (EBO) process-which enabled them to increase revenues by more
than $15 billion during the period of 2000-2006. We also show how Cisco
attempted and failed at a similar effort.
7The Three Disciplines of Organizational Ambidexterity: Ideation,
Incubation, and Scaling
chapter abstract
Facing the threat of disruption, many large, established firms have
embraced innovation as a way to develop new growth businesses. Approaches
such as open innovation, design thinking, corporate venture capital, the
lean start-up methodology, and the business model canvas have been
enthusiastically embraced-with mixed success. This chapter shows that while
each approach has its merits, successful innovation requires large firms to
be ambidextrous-to compete in mature and new markets simultaneously.
Ambidexterity can best be understood as consisting of three distinct
disciplines: (1)ideationto generate potential new business ideas,
(2)incubationto validate these ideas in the market, and (3)scalingto
reallocate the assets and capabilities needed to grow the new business. We
show how many popular innovation approaches solve for only one or two of
these three disciplines, which can lead to failure to innovate. To be
successful at developing new-growth businesses requires all three.
8What It Takes to Become Ambidextrous
chapter abstract
In this chapter we identify four major elements associated with more versus
less successful efforts at ambidexterity. These are practical guidelines
that can be used to help managers think about how to apply these lessons in
their own contexts. We focus here on the question of what needs to be done
to design an ambidextrous organization. What are the elements that leaders
need to consider when implementing ambidexterity? What are the cardinal
sins to be avoided?
9Leaders (and Their Teams) as Linchpins
chapter abstract
Whereas the previous chapter focused on what needs to be done to implement
an ambidextrous design, this chapter focuses on how leaders can do this. We
provide examples of two leadership failures and three successes and,
drawing on previous examples, conclude by suggesting five leadership
principles that undergird the successful implementation of ambidexterity.
10Leading Change and Strategic Renewal
chapter abstract
In this chapter we first provide some guidelines for managers to consider
in determining whether ambidexterity is needed for organizational renewal.
We then describe how the leaders of two organizations (IBM and Haier)
successfully led organizational change and renewal that transformed their
companies. Based on these, we conclude with six suggestions for leaders to
consider when leading organizational renewal.