Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal | 
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Product Description
"Winning Through Innovation" reveals why short-term corporate success often increases the chance of long-term failure. Drawing on lessons from firms worldwide, this book is the first to provide systematic tools that managers can begin using today to gain practical insights for overcoming the success syndrome, managing innovation, and developing action plans to attain - and maintain - industry leadership. Michael L. Tushman is the MBA Class of 1942 Professor of Business Administration at Harvard Business School. Charles A. O'Reilly III is the Frank E. Buck Professor of Human Resources Management and Organizational Behavior at Stanford University Graduate School of Business.
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Customer Reviews:
• Explains A Lot About Why Success Breeds Failure 11 November, 2008
When I first read this book in 2000, I thought it was a penetrating analysis of the dynamics of large organizations and the tendency they have to be very good at doing the same thing; but then get stuck in the past and can't change. As we live through the credit crisis and the fall of once great names like Lehman Brothers I've come back to it for explanations of what's been going on. How can it be that the more successful you are the less likely it is that you will see the causes of your own downfall?
Another reviewer says this book compares poorly with Christansen's Innovator's Dilemma. But unlike Christansen, Tushman and O'Reilly offer a broader explanation for the phenomenon that gets at the guts of modern organizations. This book may lack the intellectual gratification that Christansen provides but is stacked with common sense.
The authors go beyond business school authodoxy and offer practical guidance on how to avoid the traps that they describe so vividly. Tushman first proposed the idea of 'organization alignment' or 'congruence' in the late 80s. Here he and O'Reilly bring that idea alive in several case studies based on their own research. They also advance the notion of the 'ambidextrous organization' as a way of managing a business through the innovators dilemma. The sections on culture may be too long for some, I didn't think so. What I find useful is the specific nature of the cases and definitions used; culture as something real and tangible. If only a few more banking CEOs had taken the time to understand the threat their own culture was creating for them.
- Reviewed by customer ID: A3I6BJR1AERDAH
• The Greatest Business Book I Have Ever Read 22 January, 1999
I read many business books - from Drucker to Peters, etc., but this one is very insightful, practical, and easy to follow! One day I will own my own business and this book will be by my side!
- Reviewed by customer ID: A5WMBIOGE8Q6N
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