Tushman and O'Reilly examine how leadership, culture, and organizational architectures can be both important facilitators of innovation and, not uncommonly, formidable obstacles. They demonstrate how to clarify today's critical managerial problems, use culture and commitment to promote innovation and implement strategy, and deal with changing innovation requirements as organizations evolve.
Corporate Explorers Transform Disruption Into Opportunity With This Proven Framework Innovation used to be seen as a game best left to entrepreneurs, but now a new breed of corporate managers is flipping this logic on its head. These Corporate Explorers have the insight, resilience, and discipline to overcome the obstacles and build new ventures from inside even the largest organizations. Corporate Explorers are part entrepreneurs, using innovation disciplines to jump start cutting-edge ideas, and part change leaders, capable of creating support for investment. They see that corporations already own the ideas, resources, and—critically—the talent to build new ventures. Companies like Amazon, Microsoft, Bosch, LexisNexis, and Analog Devices enable managers to put these assets to use and gain an upper hand over startups that threaten to disrupt them. Corporate Explorer is a guidebook to the practices that enable these managers to go from idea into action. It demonstrates how success is not only possible but may offer entrenched companies better odds than venture-capital backed startups. This actionable and proven framework explains how managers can become successful corporate innovators; it includes tools to: Learn how to apply innovation practices with greater discipline Turn great ideas into a full-time job as an innovation leader Experiment with and scale original business models Transform innovation programs into a thriving source of new business Attract, retain, and motivate entrepreneurial talent Energize employees by creating a realistic way to innovate These lessons come from the trailblazers of corporate innovation—Andrew Binns (Change Logic), Charles O'Reilly (Stanford Graduate School of Business), and Michael Tushman (Harvard Business School)—who have decades of experience helping entrepreneurial-minded executives activate employees to become Corporate Explorers. Entrepreneurs take notice—it's time for Corporate Explorers to set the pace and chart the course for disruption.
Fully revised, this second edition offers a proven strategy for using ambidexterity to build discontinuous growth for mature organizations, and the flexibility to adapt in fast-changing environments. Why do successful firms find it so difficult to adapt in the face of change – to innovate? In the past ten years, the importance of this question has increased as more industries and firms confront disruptive change. The pandemic has accelerated this crisis, collapsing the structures of industries from airlines and medicine to online retail and commercial real estate. Today, leaders in business have an obligation not only to investors but to their employees and communities. At the core of this challenge is helping their organizations to survive in the face of change. The original edition summarized the lessons that the authors as researchers and consultants had learned over the previous two decades. Since then, they have continued to work with leaders of organizations around the world confronting disruptive change. With updates to every chapter, including new examples and analysis, this fully revised edition incorporates the lessons and insights that the authors have gained in the past five years. Two new chapters critically examine the role of organizational culture in promoting or hindering ambidexterity and its underlying fundamental disciplines. Using examples from firms such as Microsoft, General Motors, and Amazon, O'Reilly and Tushman illustrate how leaders can align their organization's cultures to fit the needed strategy, and how ideation, incubation, and scaling approaches, when used altogether, can successfully develop new growth businesses.
If the defining goal of modern-day business can be isolated to just one item, it would be the search for competitive advantage. And, as everyone in business knows, it's a lot harder than it used to be. On the one hand, competition is more intense than ever--technological innovation, consumer expectations, government deregulation, all combine to create more opportunities for new competitors to change the basic rules of the game. On the other hand, most of the old reliable sources of competitive advantage are drying up: the hallowed strategies employed by GM, IBM, and AT&T to maintain their seemingly unassailable positions of dominance in the 1960s and 70s are as obsolete as the calvary charge. So in this volatile, unstable environment, where can competitive advantage be found? As David Nadler and Michael Tushman show, the last remaining source of truly sustainable competitive advantage lies in "organizational capabilities": the unique ways each organization structures its work and motivates its people to achieve clearly articulated strategic objectives. For too long, too many managers have thought about "organization" merely in terms of rearranging the boxes and lines on an organizational chart--but as Competing by Design clearly illustrates, organizational strength is found far beyond one-dimensional diagrams. Managers must, argue Nadler and Tushman, understand the concepts and learn the skills involved in designing their organization to exploit their inherent strengths. All the reengineering, restructuring, and downsizing in the world will merely destabilize a company if the change doesn't address the fundamental patterns of performance--and if the change doesn't recognize the unique core competencies of that company. In this landmark volume, the authors draw upon specific cases to illustrate the design process in practice as they provide a set of powerful, yet simple tools, for using strategic organization design to gain competitive advantage. They present a design process, explore key decisions managers face, and list the guiding principles for incorporating the design function as a continuing and integral process in organizations that are looking to the future. In 1918, Henry Ford's Dearborn assembly plant was the model of the new assembly-line technology. Today, the assembly plant is an aging relic, but, incredibly, the organizational architecture it spawned lives on in steep hierarchies, centralized bureaucracies, and narrowly defined jobs. As companies are coming to realize they can't compete successfully in the 21st century with organizations based on 19th century ideas, Competing by Design shows clearly and persuasively why--and, most importantly how--to harness the power of organizational architecture to unleash the competitive strengths embedded in each organization.
The definitive books on one of the most influential business ideas of our time, disruptive innovation. His work is cited by the world's best-known thought leaders, from Steve Jobs to Malcolm Gladwell. In these classic bestsellers, innovation expert Clayton Christensen shows how even the most outstanding companies can do everything right—yet still lost market leadership. In The Innovator's Dilemma, Christensen presents his theory of disruptive innovation and explains that, no matter the industry, a successful company with established products will get pushed aside unless managers know how and when to abandon traditional business practices. In The Innovator's Solution, Christensen and his coauthor, Michael Raynor, expand on the idea of disruption, showing how companies can and should become disruptors themselves. Sharp, cogent, and provocative, these are the two books that no manager, leader, or entrepreneur should be without.
Clayton Christensen’s definitive works on innovation—offered together for the first time Will you fall victim to disruptive innovation—or become a disruptor yourself? Tip the odds in your favor with the bestselling books that have made Christensen one of the world’s foremost authorities on innovation. You’ll also get his award-winning HBR article, full of inspiration for finding meaning and happiness in your life using the principles of business. The 4-volume collection includes: The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail In one of the most influential business books of our time, Christensen introduced the world to the concept of disruptive innovation, showing how even the most outstanding companies can do everything right—yet still lose market leadership. Don’t repeat their mistakes. The Innovator’s Solution: Creating and Sustaining Successful Growth Citing in-depth research and theories tested in hundreds of companies across many industries, Christensen and co-author Michael Raynor provide the tools organizations need to become disruptors themselves. The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators Christensen and coauthors Jeffrey Dyer and Hal Gregersen identify behaviors of the world’s best innovators—from leaders at Amazon and Apple to those at Google, Skype, and the Virgin Group—to show how you and your team can unlock the code to generating and executing more innovative ideas. “How Will You Measure Your Life?” (HBR article) At Harvard Business School, Clayton Christensen teaches aspiring MBAs how to apply management and innovation theories to build stronger companies. But he also believes that these models can help people lead better lives. In this award-winning Harvard Business Review article, he explains how, exploring questions everyone needs to ask: How can I be happy in my career? How can I be sure that my relationship with my family is an enduring source of happiness? And how can I live my life with integrity?
An innovation classic. From Steve Jobs to Jeff Bezos, Clay Christensen’s work continues to underpin today’s most innovative leaders and organizations. A seminal work on disruption—for everyone confronting the growth paradox. For readers of the bestselling The Innovator’s Dilemma—and beyond—this definitive work will help anyone trying to transform their business right now. In The Innovator’s Solution, Clayton Christensen and Michael Raynor expand on the idea of disruption, explaining how companies can and should become disruptors themselves. This classic work shows just how timely and relevant these ideas continue to be in today’s hyper-accelerated business environment. Christensen and Raynor give advice on the business decisions crucial to achieving truly disruptive growth and propose guidelines for developing your own disruptive growth engine. The authors identify the forces that cause managers to make bad decisions as they package and shape new ideas—and offer new frameworks to help create the right conditions, at the right time, for a disruption to succeed. This is a must-read for all senior managers and business leaders responsible for innovation and growth, as well as members of their teams. Based on in-depth research and theories tested in hundreds of companies across many industries, The Innovator’s Solution is a necessary addition to any innovation library—and an essential read for entrepreneurs and business builders worldwide.
In this updated 10th anniversary edition, an internationally known leadership transition expert, drawing on real-world examples and groundbreaking research on leadership, emphasizes the importance of successful performance during the first 90 days in a new position. 100,000 first printing.
More than 250,000 public sector managers in the United States take on new positions each year and many more aspire to leadership. Each will confront special challenges—from higher public profiles to a greater number of stakeholders to volatile political environments—that will make their transitions even more challenging than in the business world. Now Michael Watkins, author of the bestselling book The First 90 Days, applies his proven leadership transition framework to the public sector. Watkins and coauthor Peter Daly address the crucial differences between the private and public sectors that go to the heart of how success and failure are defined, measured, and rewarded or penalized. This concise, practical book provides a roadmap that will help new government leaders at all levels accelerate their transitions by overcoming nine transition challenges, ranging from clarifying expectations to defining goals to building a team to managing personal stress. The authors also offer detailed strategies for avoiding major “transition traps.” Zeroing in on the challenges faced by new government leaders, The First 90 Days in Government is the indispensable guide for anyone seeking to lead and succeed in the public sector.
A quiet revolution came to corporate America during the late 1980s and early 1990s. Large shareholders - pension funds, insurance companies, money managers, and commercial banks - exercised new-found muscle, pressuring senior managers to improve disappointing financial results by reshaping their organizations. Michael Useem reveals how those investor pressures have transformed the inside structures of many corporations, better aligning them with shareholder interests. Useem draws on numerous sources, including interviews with senior managers and intensive studies of seven large corporations representing a range of restructuring experiences and industries - including pharmaceuticals, transportation, chemicals, retailing, and financial services. He shows that organizational changes have affected many areas of corporate life: headquarters staffs have been reduced, authority has filtered down to operating units, and compensation has become more closely tied to performance. Change also extends to corporate governance, where managers have fought back by seeking legal safeguards against takeovers and by staggering board terms. They've also put significant resources into building more effective relations with shareholders. As Useem demonstrates, this revolution has reached beyond the corporation, influencing American politics and law. As increasing ownership concentration has caused companies to focus more attention on shareholders, corporate political agendas have shifted from fighting government regulation to resisting shareholder intrusion. This book will be important reading for managers, economists, lawyers, financial analysts, and all observers of American business.
From the award-winning author of The Leadership Moment comes a definitive checklist to help today's leaders act decisively when it counts the most. In this fast-reading and illuminating book, world-renowned leadership expert Michael Useem provides 15 guiding principles that form the core of the Leader's Checklist. He helps you to personalize your checklist to the unique needs and demands of your organization. To demonstrate the power of the Leader's Checklist, Useem examines accounts of extraordinary leadership, including the triumphant rescue of 33 miners in Chile. Based on solid research and.
One of the key determinants of success for today’s high-technology companies is product strategy—and this guide continues to be the only book on product strategy written specifically for the 21st century high-tech industry. More than 250 examples from technological leaders including IBM, Compaq, and Apple—plus a new focus on growth strategies and on Internet businesses—define how high-tech companies can use product strategy and product platform strategy for competitiveness, profitability, and growth in the Internet age.
Most analysts of corporations and industries adopt the focal perspective of a single prototypical organization. Many analysts also study corporations primarily in terms of their internal organizational structures or as complex systems of financial contracts. Glenn Carroll and Michael Hannan bring fresh insight to our understanding of corporations and the industries they comprise by looking beyond prototypical structures to focus on the range and diversity of organizations in their social and economic setting. The result is a rich rendering of analysis that portrays whole populations and communities of corporations. The Demography of Corporations and Industries is the first book to present the demographic approach to organizational studies in its entirety. It examines the theory, models, methods, and data used in corporate demographic research. Carroll and Hannan explore the processes by which corporate populations change over time, including organizational founding, growth, decline, structural transformation, and mortality. They review and synthesize the major theoretical mechanisms of corporate demography, ranging from aging and size dependence to population segregation and density dependence. The book also explores some selected implications of corporate demography for public policy, including employment and regulation. In this path-breaking book, Carroll and Hannan demonstrate why demographic research on corporations is important; describe how to conduct demographic research; specify fruitful areas of future research; and suggest how the demographic perspective can enrich the public discussion of issues surrounding the corporation in our constantly evolving industrial society. All researchers and analysts with an interest in this topic will find The Demography of Corporations and Industries an invaluable resource.
This Harvard Business Review collection features the best in leadership transitions from celebrated author and advisor Michael D. Watkins. Watkins, who has worked for decades guiding senior leaders into new roles to help them and their organizations succeed, is the author of the international bestseller The First 90 Days. With more than 400,000 copies sold worldwide and published in more than 25 languages, the book has become the standard reference for leaders in transition. In addition to the full digital edition (ebook) of The First 90 Days, this collection includes digital editions of Watkins’ other popular works: Your Next Move, which guides professionals through the most common career transitions; Shaping the Game, on how to lead effective negotiations; and his 2012 Harvard Business Review article, “How Managers Become Leaders.” Watkins, whose ideas have guided some of the world’s best leaders through successful transitions, is the chairman of leadership development consultancy Genesis Advisers. Drawing on the perfect combination of research and hands-on experience, he has spent the last two decades working with leaders—both corporate and public—as they transition to new roles, negotiate the future of their organizations, and craft their legacy as leaders. He was previously a professor at the Kennedy School of Government at Harvard, Harvard Business School, INSEAD in France, and IMD in Switzerland.
This Harvard Business Review collection, featuring the work of celebrated author and advisor Michael D. Watkins on leadership transitions, includes the international bestseller The First 90 Days, Updated and Expanded as well as the 2012 Harvard Business Review article, “How Managers Become Leaders.”
The Leadership Transitions and Team Building Collection includes two important books: The First 90 Days, Updated and Expanded, by Michael D. Watkins, and The Alliance, by Reid Hoffman, Ben Casnocha, and Chris Yeh. Transitions are a critical time for leaders. In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organization, they also place leaders in a position of acute vulnerability. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success. In The First 90 Days, Watkins offers proven strategies for conquering the challenges of transitions—no matter where you are in your career. The Alliance, coauthored by the founder of LinkedIn, introduces a new, realistic loyalty pact between employer and employee. The employer-employee relationship is broken, and managers face a seemingly impossible dilemma: the old model of guaranteed long-term employment no longer works in a business environment defined by continuous change, but neither does a system in which every employee acts like a free agent. The solution? Stop thinking of employees as either family or as free agents. Think of them instead as allies. This bold but practical guide for managers and executives will give you the tools you need to recruit, manage, and retain the kind of employees who will make your company thrive in today’s world of constant innovation and fast-paced change.
Stay on top of your leadership game. Leadership isn't something you're born with or gifted as a reward for an abundance of charisma; true leadership stems from core skills that can be learned. Get more of the leadership ideas you want, from the authors you trust, with HBR's 10 Must Reads on Leadership (Vol. 2). We’ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help you maximize your own and your organization's performance. With insights from leading experts including Michael D. Watkins, Herminia Ibarra, and Michael E. Porter, this book will inspire you to: Identify areas for personal growth Build trust with and among your employees Develop a more dynamic and sophisticated communication style Try out different leadership styles and behaviors to find the right approach for you--and your organization Transform yourself from a problem solver to an agenda setter Harness the power of connections Become an adaptive and strategic leader This collection of articles includes "Leadership Is a Conversation," by Boris Groysberg and Michael Slind; "How Managers Become Leaders: The Seven Seismic Shifts of Perspective and Responsibility," by Michael D. Watkins; "Strategic Leadership: The Essential Skills," by Paul J.H. Schoemaker, Steve Krupp, and Samantha Howland; "The Authenticity Paradox," by Herminia Ibarra; "'Both/And' Leadership," by Wendy K. Smith, Marianne W. Lewis, and Michael L. Tushman; "Are You a Collaborative Leader?" by Herminia Ibarra and Morten T. Hansen; "Cross-Silo Leadership," by Tiziana Casciaro, Amy C. Edmondson, and Sujin Jang; "How CEOs Manage Time," by Michael E. Porter and Nitin Nohria; "The Best Leaders Are Great Teachers," by Sydney Finkelstein; "Nimble Leadership," by Deborah Ancona, Elaine Backman, and Kate Isaacs; and "The Focused Leader," by Daniel Goleman.
A brand new collection of authoritative guides to marketing innovation 4 authoritative books deliver state-of-the-art guidance for more innovative, more effective, more measurably successful marketing! This 4-book collection will help you bring world-class innovation to marketing and everything that touches it! Start with Making Innovation Work: a formal process that can help you drive top and bottom line growth from innovation throughout marketing and beyond. Packed with new examples, it will help you define the right strategy for effective marketing innovation… structure organizations and incentivize teams to innovate… implement management systems to assess your progress… effectively use metrics from idea creation through commercialization. Next, in Real-Time Marketing for Business Growth, top business consultant Monique Reece offers a proven, start-to-finish blueprint for igniting profitable, sustainable growth. Reece’s “PRAISE” process builds growth through six interrelated steps: Purpose, Research, Analyze, Implement, Strategize, and Evaluate/Execute. She demonstrates how to use fast, agile real-time planning techniques that are tightly integrated with execution… how to clarify your company’s purpose, customer value, and best opportunities… fix sales and marketing problems that have persisted for decades… accurately measure marketing’s real value… combine proven traditional marketing techniques with new social media practices… systematically and continually improve customer experience and lifetime value. Then, in Marketing in the Moment, leading Web marketing consultant Michael Tasner shows exactly how to drive maximum value from advanced Web, online, mobile, and social marketing. Discover which new technologies deliver the best results (and which rarely do)... how to use virtual collaboration to executive marketing projects faster and at lower cost... how to build realistic, practical action plans for the next three months, six months, and twelve months. Finally, in Six Rules for Brand Revitalization, Larry Light and Joan Kiddon teach invaluable lessons from one of the most successful brand revitalization projects in business history: the reinvigoration of McDonald’s®. Larry Light, the Global CMO who spearheaded McDonald’s breakthrough marketing initiatives, presents a systematic blueprint for resurrecting any brand, and driving it to unprecedented levels of success. Light and Joan Kiddon illuminate their blueprint with specific examples, offering detailed “dos” and “don’ts” for everything from segmentation to R&D, leadership to execution. If you’re in marketing (or anywhere near it) this collection’s techniques can powerfully and measurably improve your performance, starting today! From world-renowned marketing experts Tony Davila, Marc Epstein, Robert Shelton, Monique Reece, Michael Tasner, Larry Light, and Joan Kiddon
Though Japan has successfully competed with U.S. companies in the manufacturing and marketing of computer hardware, it has been less successful in developing computer programs. This book contains the first detailed analysis of how Japanese firms have tried to redress this imbalance by applying their skills in engineering and production management to software development. Cusumano focuses on the creation of "software factories" in which large numbers of people are engaged in developing software in cooperative ways--i.e. individual programs are not developed in isolation but rather utilize portions of other programs already developed whenever possible, and then yield usable portions for other programs being written. Devoting chapters to working methods at System Developing Corp., Hitachi, Toshiba, NEC, and Fujitsu, and including a comparison of Japanese and U.S. software factories, Cusumano's book will be important reading for all people involved in software and computer technology, as well as those interested in Japanese business and corporate culture.
The Harvard Business Review Leadership Library offers the most important leadership ideas from authors such as Michael D. Watkins, Clayton M. Christensen, Michael E. Porter, and John P. Kotter, to name just a few. This must-have digital collection includes The First 90 Days (Updated and Expanded), Blue Ocean Strategy (Expanded Edition), The Innovator’s Dilemma, Leading Change (With a New Preface by the Author), On Competition, Playing to Win, Remember Who You Are, HBR’s 10 Must Reads on Leadership, HBR’s 10 Must Reads on Strategy, HBR’s 10 Must Reads on Managing Yourself, HBR’s 10 Must Reads on Managing People, and HBR’s 10 Must Reads on Emotional Intelligence.
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