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TOP 500 REVIEWERon 2 April 2012
This is a superb book, which covers the basis of executive education delivered at Harvard Business School. The model carefully outlined in this highly readable book shows clearly how alignment between the hardware of an organisation: its critical tasks or objectives, and its formal organisation or structure must align with each other and with the software of an organisation, in other words its people and culture, if the organisation is to excel. Of these perhaps the most important, and the most focused upon here, is culture.

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.

Highly recommended
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on 18 April 2011
I found this book readable in style and captivating in content. The examples may be a little dated but since the issue at hand is as old as time that doesn't matter. The themes are general and timeless. The last chapter pulls together the main takeaways, but I would advise to read the whole book. There is just so much to assimilate.
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on 20 April 1998
Many successful companies continue to live onto their past success stories and forget the drastic changes taking place in the market. This symptom ultimately makes their successes short-lived and their market positioning easily challenged,and overtaken, by other not-so-famous competitors. To evade such perils, this book explains lucidly the idea of discontinuous innovations through which "culture of innovation" can be obtained and finally reach to an ambidextrous organization. Without innovation no organization can ever think of surviving in this cut-throat competitive market. The concepts in the books are easy to understand via appropriate examples and related explanation.
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