- Hardcover: 280 pages
- Publisher: Stanford Business Books; 1 edition (March 30, 2016)
- Language: English
- ISBN-10: 0804798656
- ISBN-13: 978-0804798655
- Product Dimensions: 6 x 1 x 9 inches
- Shipping Weight: 1.1 pounds (View shipping rates and policies)
- Average Customer Review: 17 customer reviews
- Amazon Best Sellers Rank: #212,071 in Books (See Top 100 in Books)
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Lead and Disrupt: How to Solve the Innovator's Dilemma 1st Edition
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"In this age of digital democratization, every organization is threatened by disruptions that are hard to see and can happen overnight. Fortunately, Lead and Disrupt provides a road map, helping us to balance current opportunities, explore future ones, and attain the ultimate goal of becoming ambidexterous." (John Winsor, Founder and Chairman Victors & Spoils)
"Lead and Disrupt is a tour de force, a must-read for those who wish to disrupt and avoid disruption. Executives will find in this book many decisions that they wish to emulate." (David J. Teece, UC Berkeley and Chairman Berkeley Research Group)
"With deep wisdom and insight, Lead and Disrupt provides a nuanced framework for leaders to deal with the tensions that are natural to ambidextrous organizations." (Vincent Roche, President and CEO, Analog Devices Inc.)
"In a sea of books about managing innovation, this is a rare pearl. Lead and Disrupt will guide firms as they build ambidextrous capacity and dominate their markets." (Marc Ventresca Oxford University)
"One of the perennial puzzles in business is how established companies can maintain their core while simultaneously pursuing new growth. This book provides an insightful perspective on the important role leadership can play in solving that puzzle." (Clayton M. Christensen Harvard Business School and author of The Innovator's Dilemma)
"Only one thing in life is constant: change. Ignore it and perish. Embrace it and thrive. O'Reilly and Tushman eloquently make the case for how great organizations simultaneously respect their past while embracing the future. A must-read for all leaders!" (Bruce Harreld, President, University of Iowa, and former SVP IBM)
About the Author
Charles A. O'Reilly III is the Frank E. Buck Professor of Management at Stanford University's Graduate School of Business. Michael L. Tushman is the Paul R. Lawrence MBA Class of 1942 Professor of Business Administration at Harvard Business School. Together, they are the authors of Winning Through Innovation (2002). Their consulting practice, Change Logic, helps firms, CEOs, and senior teams around the world to innovate and thrive.
Top customer reviews
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When I first read this book my company was examining several possible next steps, and although we are not large enough to be ambidextrous, using the frameworks and advice from the book as a lens it helped us organize several disparate ideas into a coherent, linear, and in hindsight obvious path.
We talk about this book a lot in our office. Why do some companies fail? Why do some succeed? How do we make sure are in the winning category. I highly recommend this book to all startups, and anyone that works in business and would like to move their career forward.
Digital disruption is going by each industry at a pace that surpasses nearly everybody's expectations. This is testing industry leaders to figure out how to fabricate new capabilities, analytics, software development - and business models.
As often as possible, these new capabilities and models, test the conventional order of an organization. That’s why in the recent times many organizations failed to respond as technologies changed and markets moved. This means, companies can't Lead in one business sector or technology, while in the same time innovating to Disrupt in the next. It’s an inevitable scenario that has struck at Blockbuster, Kodak, Blackberry and endless different firms for a long time. In this book, the authors have emphasized on three distinct ways an innovation can occur at an organization, they are
1. Incremental Innovations – Drawing on the existing capabilities and proceeding along a known trajectory. This will allow the organization to build products and services faster, better and cheaper.
2. Discontinuous Innovations – These innovations usually require new capabilities or skills, which often command huge investments on new or unproven technology.
3. Architectural Innovations – These innovations occur when existing technologies or components are used to make minor improvements in the production process of an existing products or services.
For a successful business to thrive, the leaders need to be ambidextrous to compete in mature business and new domains. The authors have presented cases of CEOs representing many Fortune 500 companies such as Netflix, USA Today, IBM, Amazon throughout the book to give a deeper insight of how leaders and management work in different situations to solve their own innovator's dilemma. They compare leadership strategies at companies who achieve their goals with the ones that are often trapped by their own successes. Towards the end, authors derive lessons learned from each case and formulate five leadership principles which summarize the ambidextrous qualities needed for leaders to lead and disrupt. The authors through the course of book, stress the need to perform organizational alignment which favors suitable conditions to exploit their assets by efficiency and sufficient exploration. Though these principles can be implemented by successful organizations with huge resources to support their new ventures, the leadership strategies provided by authors cannot apply directly to startup with fewer resources to explore their innovative ideas.
The most successful organizations build innovation channels and behave ambidextrously. While the fact that top-down and bottom-up leaders are the key to success are overlooked in the debate about innovation, this book provides a unique key to the success from a different angle which is how to handle the ambidexterity. Readers, especially for the managers and leaders facing the innovation stream, will gain a new understanding of how to exploit their existing business through the productivity, low-cost, control and change while finding the new market where innovation, flexibility, and advanced resources rule the world.