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Lead and Disrupt: How to Solve the Innovator's Dilemma - Hardcover - Like New
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Última actualización el 08 dic 2025 14:17:31 H.EspVer todas las actualizacionesVer todas las actualizaciones
Características del artículo
- Estado
- Como nuevo
- Notas del vendedor
- Country of Origin
- United States
- Field of Study
- Business, Economy & Industry
- Features
- Dust Jacket
- ISBN
- 9780804798655
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Product Identifiers
Publisher
Stanford University Press
ISBN-10
0804798656
ISBN-13
9780804798655
eBay Product ID (ePID)
219246428
Product Key Features
Number of Pages
277 Pages
Language
English
Publication Name
Lead and Disrupt : How to Solve the Innovator's Dilemma
Publication Year
2016
Subject
Leadership, Personal Success, General, Strategic Planning, Organizational Development
Type
Textbook
Subject Area
Technology & Engineering, Business & Economics
Format
Hardcover
Dimensions
Item Height
0.9 in
Item Weight
17.6 Oz
Item Length
9.3 in
Item Width
7.6 in
Additional Product Features
Intended Audience
Scholarly & Professional
LCCN
2015-050235
Reviews
"In a sea of books about managing innovation, this is a rare pearl. It makes a distinctive, actionable argument without losing the integrity of the underlying research. Not just another business book, Lead and Disrupt will guide firms as they build ambidextrous capacity and dominate their markets." --Marc Ventresca,University of Oxford, "Success tempts complacency and extinction eventually follows. Business longevity depends on the successful management of exploitation and exploration. 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. "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, " 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, "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 "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 "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, "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, "In a sea of books about managing innovation, this is a rare pearl. It makes a distinctive, actionable argument without losing the integrity of the underlying research. Not just another business book, Lead and Disrupt will guide firms as they build ambidextrous capacity and dominate their markets."--Marc Ventresca, University of Oxford, "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, "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, "In a sea of books about managing innovation, this is a rare pearl. It makes a distinctive, actionable argument without losing the integrity of the underlying research. Not just another business book, Lead and Disrupt will guide firms as they build ambidextrous capacity and dominate their markets."--Marc Ventresca, Oxford University, "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 "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, "In this age of digital democratization, every organization is threatened by disruptions that are hard to see and can happen overnight. For leaders the world over, these challenges are new. Fortunately, Lead and Disrupt provides a road map, helping us to balance current opportunities, explore future ones, and attain the ultimate goal of becoming ambidextrous."--John Winsor, Founder and Chairman, Victors & Spoils, "Lead and Disrupt is a tour de force, a must read for professionals interested in how to disrupt and avoid disruption. It's an immensely insightful book that weaves together stories of great successes and failures in today's innovation economy, getting right to the heart of why firms must develop dynamic capabilities. Executives will find in this book many business 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.
Illustrated
Yes
Table Of Content
1. Today's Innovation Puzzle 2. Explore and Exploit 3. Achieving Balance with Innovation Streams 4. Six Innovation Stories 5. Getting It Right Versus Almost Right 6. What It Takes to Become Ambidextrous 7. Leaders (and Their Teams) as Linchpins 8. Leading Change and Strategic Renewal
Synopsis
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 inevitable-a 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 which-often trapped by their own successes-have 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 process-a 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., 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 inevitable-a 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 ......, 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 inevitable--a 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 which--often trapped by their own successes--have 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 process--a 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., 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 inevitable--a 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 which--often trapped by their own successes--have 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 process--a 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.
LC Classification Number
HD45
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