TY - BOOK AU - O'Reilly,Charles A., III AU - Tushman,Michael L. AU - Blank,Steve TI - Lead and disrupt: how to solve the innovator's dilemma SN - 9781503629523 (cloth : alk. paper) AV - HD 45 O66l 2021 U1 - 658.4/063 PY - 2021/// CY - Stanford, California PB - Stanford Business Books, an imprint of Stanford University Press KW - Technological innovations KW - Management KW - Innovaciones tecnológicas KW - Administración KW - Innovaciones tecnológicas en administración de empresas KW - Success in business KW - Éxito en los negocios N1 - Includes bibliographical references and index; Today'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 N2 - Fully 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 ER -