Winning Through Innovation and over one million other books are available for Amazon Kindle. Learn more
Buy Used
$12.92
FREE Shipping on orders over $35.
Condition: Used: Like New
Comment: Used, but looks brand new. Only very slight signs of use. Cover and binding are undamaged, and pages are crisp and unmarked. Unbeatable customer service, and we usually ship the same or next day. Over one million satisfied customers!
Add to Cart
Have one to sell?
Flip to back Flip to front
Listen Playing... Paused   You're listening to a sample of the Audible audio edition.
Learn more

Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal Hardcover – January 1, 1997


See all 5 formats and editions Hide other formats and editions
Amazon Price New from Used from Collectible from
Kindle
"Please retry"
Hardcover, January 1, 1997
$2.74 $0.01 $4.99
Unknown Binding
"Please retry"

NO_CONTENT_IN_FEATURE

100 M&T
100 Mysteries & Thrillers to Read in a Lifetime
Looking for something good to read? Browse our picks for 100 Mysteries & Thrillers to Read in a Lifetime, brought to you by the Amazon Book Editors.

Product Details

  • Hardcover: 259 pages
  • Publisher: Harvard Business School Pr; First edition (January 1997)
  • Language: English
  • ISBN-10: 0875845797
  • ISBN-13: 978-0875845791
  • Product Dimensions: 9.5 x 6.4 x 1.2 inches
  • Shipping Weight: 1.2 pounds
  • Average Customer Review: 4.1 out of 5 stars  See all reviews (8 customer reviews)
  • Amazon Best Sellers Rank: #1,363,903 in Books (See Top 100 in Books)

Editorial Reviews

From Library Journal

To avoid long-term failure while focusing on short-term success, business professors Tushman and O'Reilly present their views on the "ambidextrous organization." This is defined as having internally consistent structures and an internal operating culture that provides for excelling today while also planning for the future. This paradoxical state of dealing with incremental changes in the here and now while at the same time emphasizing the revolutionary change necessary in order to be in business tomorrow defines current business reality. Presenting examples from businesses that are doing a successful balancing act, the authors devise a model that can be used by any executive to understand better the dynamics of change necessary for long-term success. Their intriguing work, rooted in academic literature on the management of organizations, merits consideration, especially by larger university libraries.?Dale F. Farris, Groves, Tex.
Copyright 1996 Reed Business Information, Inc.

From Booklist

The authors submit two new entries for admission to the pantheon of management catchphrases: ambidextrous organizations and innovation streams. Professors at Columbia University and Stanford University graduate schools of business, respectively, Tushman and O'Reilly stress the imperative that organizations must continuously innovate to thrive. They note the paradox that success often leads to stagnation and offer suggestions not only for winning short-term battles but also for mapping long-term strategy by creating a "culture of innovation." This culture is fostered by recognizing that organizations are "ambidextrous" ; they may have "internally inconsistent competencies, structures, and cultures" and yet share a single vision. Although the concept of ambidextrous organizations is not new (it was first suggested by R. B. Duncan in 1976), the authors make it the cornerstone of their argument. "Innovation streams" are the "patterns by which organizations develop new and better products and services." The use of countless examples from the business world helps turn an academic proposition into a truly "practical guide." David Rouse

More About the Author

Discover books, learn about writers, read author blogs, and more.

Customer Reviews

4.1 out of 5 stars
Share your thoughts with other customers

Most Helpful Customer Reviews

22 of 26 people found the following review helpful By A Customer on January 21, 2003
Format: Hardcover
This book exemplifies the business of the Harvard Business School. It draws snippets from many case studies (available for purchase separately), it ties into seminars and tailored sessions sold at fancy prices to industry, and it presents one of several competing but overlapping theories of what divides successful and unsuccessful companies. It is often compared with Clayton Christensen's book "The Innovator's Dilemma" (obliquely referenced in the preface, but not appearing in the index or bibliography), and indeed both deal with the question of how established companies deal with technologies (in the loosest sense) that change markets. Of the two, I vastly prefer Christensen's book because he tells coherent stories that reach conclusions. This book introduces situations without enough detail to get a true feel for what is going on. In one extreme case ("... John Torrance at Medtek ...", p. 61), a reference is introduced that has no antecedent. The authors of books in this genre like to name drop to show you how broad and deep is their knowledge; therefore you should regard their version of gospel as more credible than their rivals. (How about a case sometime on business school professors?) There are "figures" and "tables" which I suspect are PowerPoint pastes from their lectures. Some of them are referenced (weakly) in the text -- most of them have no direct connection to the exposition. In short, the book gives the impression of being slapped together in haste. For the most part, it is well edited -- a few punctuation lapses notwithstanding. But it needed more editing for content.Read more ›
Comment Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again
Format: Hardcover
Inertia and status quo will undermine, need innovation.

2. Organization crisis often triggers substantial innovation and change.

3. Companies proactively generate crises and opportunities by creating and solving problems.

4. Excellent managers are those whose unit have no performance gaps today but are able to define future opportunities to energize the organization now.

5. Managers must be clear about products, markets, technology, and timing and define objectives or standards to access performance.

6. A vision people can believe in can add passion and enthusiasm to an organization. A vision people do not understand or believe in undermines management's credibility and is a source of great cynicism.

7. When vision helps create the core values of an organization, it can provide the foundation for the culture or social control system essential in rapidly changing environments.

8. The essence of a vision company is the translation of ideology into goals, strategy, tactics, and policies, processes, and every thing that the company does.

9. Vision must be accessed against actual performance.

10. Managers prioritize performance gaps and make clear the most critical problems.

11. Managers can create opportunities gaps by raising performance standards.

12. Organizational learning is about finding good-enough solutions to important problems.

13. If strategy or vision is wrong, no amount of diagnosis and root cause analysis will help.

14. If a diagnosis reveals in congruencies between one or two organizational building blocks, incremental change is possible.

15. Norms are widely shared and strong held social expectations.
Read more ›
2 Comments Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again
9 of 13 people found the following review helpful By A Customer on April 20, 1998
Format: Hardcover
Many successful companies continue to live onto their past success stories and forget the drastic changes taking place in the market. This symptom ultimately makes their successes short-lived and their market positioning easily challenged,and overtaken, by other not-so-famous competitors. To evade such perils, this book explains lucidly the idea of discontinuous innovations through which "culture of innovation" can be obtained and finally reach to an ambidextrous organization. Without innovation no organization can ever think of surviving in this cut-throat competitive market. The concepts in the books are easy to understand via appropriate examples and related explanation.
Comment Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again
By James Leer on January 22, 2012
Format: Hardcover
This book is very insightful and a good book to read for business. It draws the in's and out's of this business in a concise format.
Comment Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again

Product Images from Customers

Search
ARRAY(0x9f3025b8)

What Other Items Do Customers Buy After Viewing This Item?