000			03253cam a22003498i 4500
001			ocm1248600795
005			20230811105843.0
008			210419s2021 cau b 001 0 eng
010			_a2021018474
020			_a150362952X
020			_a9781503629523 _q(cloth)
035			_a(OCoLC)1248600795
035			_a(OCoLC)on1248600795
040			_aCSt/DLC _beng _erda _cDLC _dOCLCO _dOCLCF _dYDX _dUKMGB _dUtOrBLW _dMiTN
042			_apcc
050	0	0	_aHD45 _b.O72945 2021
100	1		_aO'Reilly, Charles A.,
245	1	0	_aLead and disrupt : _bhow to solve the innovator's dilemma / _cCharles A. O'Reilly III and Michael L. Tushman.
250			_aSecond edition.
263			_a2109.
264		1	_aStanford, California : _bStanford Business Books, an imprint of Stanford University Press, _c2021.
300			_a1 volume ; _c23 cm.
336			_atext _2rdacontent.
337			_aunmediated _2rdamedia.
338			_avolume _2rdacarrier.
504			_aIncludes bibliographical references and index.
505	0		_aToday's innovation puzzle -- Explore and exploit -- Achieving balance with innovation streams -- Culture as competitive (dis)advantage -- Seven innovation stories -- Getting it right versus almost right -- The three disciplines of ambidexterity : ideation, incubation, and scaling -- What it takes to become ambidextrous -- Leaders (and their teams) as linchpins -- Leading change and strategic renewal.
520			_aFully revised, this second edition offers a proven strategy for using ambidexterity to build incremental growth for mature organizations, and the flexibility to adapt in fast-changing environments. Why do successful firms find it so difficult to adapt in the face of change - to innovate? In the past ten years, the importance of this question has increased as more industries and firms confront disruptive change. The pandemic has accelerated this crisis, collapsing the structures of industries from airlines and medicine to online retail and commercial real estate. Today, leaders in business have an obligation not only to investors but to their employees and communities. At the core of this challenge is helping their organizations to survive in the face of change. The original edition summarized the lessons that the authors as researchers and consultants had learned over the previous two decades. Since then, they have continued to work with leaders of organizations around the world confronting disruptive change. With updates to every chapter, including new examples and analysis, this fully revised edition incorporates the lessons and insights that the authors have gained in the past five years. Two new chapters critically examine the role of organizational culture in promoting or hindering ambidexterity and its underlying fundamental disciplines. Using examples from firms such as Microsoft, General Motors, and Amazon, O'Reilly and Tushman illustrate how leaders can align their organization's cultures to fit the needed strategy, and how ideation, incubation, and scaling approaches, when used altogether, can successfully develop new growth businesses.
650		0	_aSuccess in business.
650		0	_aTechnological innovations _xManagement.
700	1		_aTushman, Michael,
999			_c523542 _d523542