Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal (Hardcover)

by Michael L. Tushman (Author), Charles A. O'Reilly (Author)

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

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Product Details

• Hardcover: 259 pages
• Publisher: Harvard Business School Press (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: 4.0 out of 5 stars See all reviews (7 customer reviews)
• Amazon.com Sales Rank: #787,255 in Books (See Bestsellers in Books)

Customer Reviews

Most Helpful Customer Reviews

18 of 21 people found the following review helpful:

2.0 out of 5 stars The message is reasonable but overhyped., January 21, 2003

By A Customer

This review is from: Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal (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. The table on page 13 says that the "Winchester" company fell victim to its success in disk drives, but the term "Winchester disk" refers not to a company but the code name of a very succesful product prior to its announcement. (Cf. http://www.....htm among other similar web references.) On page 163 they say that IBM lost key control to Intel and Microsoft by betting on the wrong PC design. The conclusion is true, but has nothing whatever to do with the false premise. Now these are all throwaway lines in the book, but they undermine the credibility of the main argument. As an earlier reviewer here put it, the book is about five chapters too long, again, I suspect, because it was produced in haste in order to sell to HBS program participants and in order to get on to the next piece of work. For those who haven't been exposed to the basic ideas (e.g., culture matters), it may well be invaluable, but it ain't the one, true gospel.

9 of 13 people found the following review helpful:

4.0 out of 5 stars Discontinuinity To Remain Competitive, April 20, 1998

By A Customer

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.

5.0 out of 5 stars United States managers recognized the importance of designing workplaces that stimulate creativity and new ideas, July 22, 2008

By	Golden Lion "Reader" (North Ogden, Ut United States) - See all my reviews (TOP 1000 REVIEWER)

This review is from: Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal (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. Compliance to the norm is considered right. Noncompliance is punishable. Variance exist across an organization and its subunits.

16. Organizations with widely shared norms and values often show great consistency of attitudes and behavior. When core values are diffuse, operating norms are apt to be diffuse.

17. It is difficult to actively shape core values and culture without a clearly articulated competitive vision.

18. Finding the right strategy, vision, and purpose are essential for long-term success and have important motivational properties.

19. Without credible strategy and profit, people won't pay much attention to any so-called noble purpose.

20. Widely shared norms can be powerful determinants for attitudes and behavior.

21. Control comes from the knowledge that someone who matters to us is paying close attention to what we are doing and will tell us how we are doing.

22. A social control system's effectiveness is measure against whether is supports or hinders managers in accomplishing their critical tasks.

23. Providing clear and consistent signals about what is important and should be attended to and what is inappropriate and should not be tolerated is how managers help people focus.

24. People want to contribute their talents at work. "What America does right"

25. In a study of 2,000 managers from Asia, Europe, Africa, and the United States managers recognized the importance of designing workplaces that stimulate creativity and implementation of new ideas. Groups that had comparatively strong norms were rated as most innovative.

26. Managers recognized to stimulate creativity, one had to be prepared to encourage risk taking and accepting failures.

27. The managerial challenge is to design rewards consistent with underlying values of the employees.

28. In 1991, FedX 5,000 employees generated 7,500 suggestions for improvement.

29. A companies future success depends on its ability to develop new technology and improve substantially the reliability of the product line and customer service.

30. Employees need to give the help customers wants, not the help a policy or procedure dictates.

31. Systems of participation and involvement lead people to feel responsible.

32. Behavior leads to attitudes. A series of small commitments progressively builds into larger commitment patterns.

33. Getting people involved and excited about their jobs increases productivity. People see their ideas count and they feel important, a sense of dignity prevails. Jack Welch, "If you're not thinking all the time about making every person more valuable, you don't have a chance."