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Winning through Innovation reveals
why short-term corporate success often increases the chances
of long-term failure. To avoid this success syndrome, managers
must learn to sustain incremental change while simultaneously
leading revolutionary change. Great managers, say Tushman
and O'Reilly, are architects, network builders, and jugglers.
They understand how to employ these roles to foster a culture
that celebrates stability and change in order to
ensure success tomorrow.
Drawing on lessons from the authors' research
and consulting practice as well as on the practical experiences
of managers in dozens of companies worldwide -- including
Hewlett-Packard, Ericsson, Southwest Airlines, Ciba-Geigy
(now Novartis), Xerox, and ABB -- the book presents a complete
manager's tool kit for overcoming the success syndrome.
It explains how you can identify and diagnose the causes
of performance gaps in your organization and develop action
plans to attain -- and maintain -- industry leadership.
Winning through Innovation introduces
the idea of ambidextrous organizations -- firms or
business units within firms that support different competencies,
structures, cultures, and processes -- as the key to creating
innovation streams -- fundamentally different kinds
of innovation through which organizations take advantage
of technology cycles to actively develop products and services
that extend or replace existing ones.
Unlike other books on innovation, this is
the first to provide systematic, integrated tools and tangible
steps that you can begin using today to gain rich practical
insights for managing innovation streams and evolutionary
and revolutionary change in your own organization.
Michael L. Tushman is the Paul A. Lawrence
MBA Class of 1942 Professor of Business Administration at
the Harvard Business School. Charles A. O'Reilly III is
a professor of human resource management and organizational
behavior at the Stanford University Graduate School of Business.
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