In the past few years, a number of well-known firms have failed; think of Blockbuster, Kodak, or RadioShack. When we read about their demise, it often seems inevitablea natural part of "creative destruction." But closer examination reveals a disturbing truth: Companies large and small are shuttering more quickly than ever. What does it take to buck this trend?
The simple answer is: ambidexterity. Firms must remain competitive in their core markets, while also winning in new domains. Innovation guru Clayton M. Christensen has been pessimistic about whether established companies can prevail in the face of disruption, but Charles A. O'Reilly III and Michael L. Tushman know they can! The authors explain how shrewd organizations have used an ambidextrous approach to solve their own innovator's dilemma. They contrast these luminaries with companies whichoften trapped by their own successeshave been unable to adapt and grow.
Drawing on a vast research program and over a decade of helping companies to innovate, the authors present a set of practices to guide firms as they adopt ambidexterity. Top-down and bottom-up leaders are key to this processa fact too often overlooked in the heated debate about innovation. But not in this case. Readers will come away with a new understanding of how to improve their existing businesses through efficiency, control, and incremental change, while also seizing new markets where flexibility, autonomy, and experimentation rule the day.
|Publisher:||Stanford University Press|
|Edition description:||New Edition|
|Product dimensions:||6.00(w) x 9.10(h) x 0.90(d)|
About the Author
Table of Contents
Preface and Acknowledgments ix
Part I The Basics Leading in the Face of Disruption
1 Today's Innovation Puzzle 3
2 Explore and Exploit 25
3 Achieving Balance with Innovation Streams 53
Part II Ambidexterity in Action: Solving the Innovator's Dilemma
4 Six Innovation Stories 101
5 Getting It Right Versus Almost Right 143
Part III Making the Leap: Bringing Ambidexterity Home
6 What It Takes to Become Ambidextrous 173
7 Leaders (and Their Teams) as Linchpins 193
8 Leading Change and Strategic Renewal 217