Reveals why short-term corporate success often increases the chance of long-term failure. This book aims to provide systematic tools that managers can begin using to gain practical insights for overcoming the success syndrome, managing innovation, and developing action plans to attain - and maintain - industry leadership.
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.
Preface and Acknowledgements
1. The Tyranny of Success
2. Ambidextrous Organizations: Leading Evolutionary and Revolutionary Change
3. Defining Problems and Opportunities: A Foundation for Success
4. Managerial Problem Solving: A Congruence Approach
A Practical Guide to Using the Congruence Model
5. Leveraging Culture for Innovation and Competitive Advantage
A Practical Guide to Diagnosing Culture
6. Shaping Organizational Culture
7. Managing Innovation Streams in Ambidextrous Organizations
8. Implementing Strategic Change
9. Winning through Innovation
Notes
Bibliography
Index
About the Authors
Über den Autor
Michael L. Tushman is a Professor of Business Administration at Harvard Business School. Charles A. O'Reilly III is the Frank E. Buck Professor of Human Resources Management and Organizational Behavior at Stanford University Graduate School of Business.
Inhaltsverzeichnis
rnPreface and Acknowledgements
1. The Tyranny of Success
2. Ambidextrous Organizations: Leading Evolutionary and Revolutionary Change
3. Defining Problems and Opportunities: A Foundation for Success
4. Managerial Problem Solving: A Congruence Approach
A Practical Guide to Using the Congruence Model
5. Leveraging Culture for Innovation and Competitive Advantage
A Practical Guide to Diagnosing Culture
6. Shaping Organizational Culture
7. Managing Innovation Streams in Ambidextrous Organizations
8. Implementing Strategic Change
9. Winning through Innovation
Notes
Bibliography
Index
About the Authors
rn
Klappentext
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.
