Lead and Disrupt: How to Solve the Innovator's Dilemma



[Download] ➸ Lead and Disrupt: How to Solve the Innovator's Dilemma ➽ Charles A. O'Reilly – E17streets4all.co.uk 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 destruc In the past few years, a number of Disrupt: How PDF/EPUB Â 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 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 Lead and ePUB Æ 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 growDrawing 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 and Disrupt: How PDF ✓ 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.Lead and Disrupt: How to Solve the Innovator's Dilemma

Also as Charles A O Reilly III.

Lead and Disrupt: How to Solve the Innovator's Dilemma
  • Hardcover
  • 280 pages
  • Lead and Disrupt: How to Solve the Innovator's Dilemma
  • Charles A. O'Reilly
  • 11 June 2019
  • 0804798656

10 thoughts on “Lead and Disrupt: How to Solve the Innovator's Dilemma

  1. says:

    Review coming Complicated feelings after reading the book Some good analyses some good tools not so sure about the quality of the corporate examples used particularly IBM and Cisco More coming.

  2. says:

    I found this book eye opening It is well written in a logical manner and is easy to read I did find some chapters to repeat information from previous chapters which is a bit redundant, but overall the content and supporting stories are relevant I summarize the key facts below How to avoid becoming obsolete 1 Explore and Exploit You need a leader that understands your core strengths and is willing to take the risk of exploring new technologies and opportunities 2 A vision, values, and a I found this book eye opening It is well written in a logical manner and is easy to read I did find some chapters to repeat information from previous chapters which is a bit redundant, but overall the content and supporting stories are relevant I summarize the key facts below How to avoid becoming obsolete 1 Explore and Exploit You need a leader that understands your core strengths and is willing to take the risk of exploring new technologies and opportunities 2 A vision, values, and a culture that provide for a common identity across the explore and exploit units that helps all involved see that they are on the same team 3 You need to keep the explore team lean and separate from the exploit team but still allow them full use of corporate resources and allow information sharing 4 The explore team needs a completely different set of rules and structure that allow them to be agile and learn through trial and error 5 You need a leader that can take new products and opportunities to existing and new markets

  3. says:

    The authors present compelling evidence on how the implementation of ambidexterity, exploitation of core markets and exploration innovation as a strategic business model is the answer to a long lasting and healthy business It does gets a bit too repetitive with these terms by the end of the book though They also present good examples on how companies have successfully solved their own innovators dilemma, and those who failed in doing so like Kodak The book presents a good frame work to The authors present compelling evidence on how the implementation of ambidexterity, exploitation of core markets and exploration innovation as a strategic business model is the answer to a long lasting and healthy business It does gets a bit too repetitive with these terms by the end of the book though They also present good examples on how companies have successfully solved their own innovators dilemma, and those who failed in doing so like Kodak The book presents a good frame work to apply ambidexterity Improve existing businesses through efficiency, control, and incremental change, while also seizing new markets where flexibility, autonomy, and experimentation I would ve enjoyedif it was got easier to read by the end instead of the opposite

  4. says:

    This is a restatement of good ideas So it s got useful stuff in it for business leaders, but it s not new And it sacademic formal in its language and style than others So it was okay, but not great.Basic idea you need to be good at both exploration and exploitation innovation and efficiency in your existing business The best part of the book are the detailed stories of companies who tried to add innovation to their core business but did so in ways that didn t work.

  5. says:

    It s taken me a while to read this, waylaid as I was by other reading exploits, but I m very glad I got back to it What I liked most was the various company illustrations those who ve ridden the change wave well and those who ve fallen off along the way are used to explain the author s premise It s quite easy reading and not too academic in tone so it s gone back on the business bookshelf for future reference.

  6. says:

    O Reilly strategically wrestle with tensions that may birth innovation aligning action and strategy to vision, values, and culture all while disrupting complacency, status quo, and low expectations O Reilly Tushman challenge organizational Leaders to embrace the adaptivenss of ambidexterity Having the right senior leaders on deck to promote a compelling vision strategically wrestle with tensions that may birth innovation aligning action and strategy to vision, values, and culture all while disrupting complacency, status quo, and low expectations

  7. says:

    The book includes some useful insight I read this book along with my management peers as an assignment from our CEO It is my opinion that the book needsediting It was too repetitive This was also the consensus among the other managers I discussed the book with I usually enjoy management books, but this one was very hard to finish, due to its repetitive nature.

  8. says:

    Long, intricate narratives describing different business s successes and failures Overall themes seem valuable, i.e explore and exploit, ambidexterity, etc but examples on how they re put into practice are far reaching.

  9. says:

    Insightful book about ambidextrous organizations that are both capable to operate in the present and prepare for the near term and long term future.

  10. says:

    Recommended to me by my cousin It was a great read

Leave a Reply

Your email address will not be published. Required fields are marked *