Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal Hardcover – 1 Apr 2002
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About the Author
Michael L. Tushman is a 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.
Top Customer Reviews
Drawing on numerous examples of organisations around the world the authors also show how becoming expert, even the market leader, is no defence against true innovation. The decline of the Swiss watch industry, when faced with quartz, is one example of many given which clearly show that organisations must work on making what they do better still whilst being open to new ideas and outright innovation. This is hard - different skills, cultures, structures, and often people are required. This books shows very effectively how to manage that dichotomy - and this model has formed the basis of the methods used to create transformation in numerous organisations from IBM to Continental Airlines across the last 100 years and across national border and cultures.
Superb, well written, and transformational. A remarkable book, conveying ideas which truly work.
Most Helpful Customer Reviews on Amazon.com (beta)
2. Organization crisis often triggers substantial innovation and change.
3. Companies proactively generate crises and opportunities by creating and solving problems.
4. Excellent managers are those whose unit have no performance gaps today but are able to define future opportunities to energize the organization now.
5. Managers must be clear about products, markets, technology, and timing and define objectives or standards to access performance.
6. A vision people can believe in can add passion and enthusiasm to an organization. A vision people do not understand or believe in undermines management's credibility and is a source of great cynicism.
7. When vision helps create the core values of an organization, it can provide the foundation for the culture or social control system essential in rapidly changing environments.
8. The essence of a vision company is the translation of ideology into goals, strategy, tactics, and policies, processes, and every thing that the company does.
9. Vision must be accessed against actual performance.
10. Managers prioritize performance gaps and make clear the most critical problems.
11. Managers can create opportunities gaps by raising performance standards.
12. Organizational learning is about finding good-enough solutions to important problems.
13. If strategy or vision is wrong, no amount of diagnosis and root cause analysis will help.
14. If a diagnosis reveals in congruencies between one or two organizational building blocks, incremental change is possible.
15. Norms are widely shared and strong held social expectations. Compliance to the norm is considered right. Noncompliance is punishable. Variance exist across an organization and its subunits.
16. Organizations with widely shared norms and values often show great consistency of attitudes and behavior. When core values are diffuse, operating norms are apt to be diffuse.
17. It is difficult to actively shape core values and culture without a clearly articulated competitive vision.
18. Finding the right strategy, vision, and purpose are essential for long-term success and have important motivational properties.
19. Without credible strategy and profit, people won't pay much attention to any so-called noble purpose.
20. Widely shared norms can be powerful determinants for attitudes and behavior.
21. Control comes from the knowledge that someone who matters to us is paying close attention to what we are doing and will tell us how we are doing.
22. A social control system's effectiveness is measure against whether is supports or hinders managers in accomplishing their critical tasks.
23. Providing clear and consistent signals about what is important and should be attended to and what is inappropriate and should not be tolerated is how managers help people focus.
24. People want to contribute their talents at work. "What America does right"
25. In a study of 2,000 managers from Asia, Europe, Africa, and the United States managers recognized the importance of designing workplaces that stimulate creativity and implementation of new ideas. Groups that had comparatively strong norms were rated as most innovative.
26. Managers recognized to stimulate creativity, one had to be prepared to encourage risk taking and accepting failures.
27. The managerial challenge is to design rewards consistent with underlying values of the employees.
28. In 1991, FedX 5,000 employees generated 7,500 suggestions for improvement.
29. A companies future success depends on its ability to develop new technology and improve substantially the reliability of the product line and customer service.
30. Employees need to give the help customers wants, not the help a policy or procedure dictates.
31. Systems of participation and involvement lead people to feel responsible.
32. Behavior leads to attitudes. A series of small commitments progressively builds into larger commitment patterns.
33. Getting people involved and excited about their jobs increases productivity. People see their ideas count and they feel important, a sense of dignity prevails. Jack Welch, "If you're not thinking all the time about making every person more valuable, you don't have a chance."
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.
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