Lead and Disrupt: How to Solve the Innovator's Dilemma
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- Type：Epub+TxT+PDF+Mobi
- Create Date：2021-11-10 08:51:33
- Update Date：2025-09-06
- Status：finish
- Author：Charles A. O'Reilly
- ISBN：150362952X
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Summary
In the past few years， a number of well-known firms have failed; think of Blockbuster， Kodak， or RadioShack。 When we read about their demise， it often seems inevitable—a natural part of "creative destruction。" But closer examination reveals a disturbing truth: Companies large and small are shuttering more quickly than ever。 What does it take to buck this trend？
The simple answer is: ambidexterity。 Firms must remain competitive in their core markets， while also winning in new domains。 Innovation guru Clayton M。 Christensen has been pessimistic about whether established companies can prevail in the face of disruption， but Charles A。 O'Reilly III and Michael L。 Tushman know they can！ The authors explain how shrewd organizations have used an ambidextrous approach to solve their own innovator's dilemma。 They contrast these luminaries with companies which—often trapped by their own successes—have been unable to adapt and grow。
Drawing on a vast research program and over a decade of helping companies to innovate， the authors present a set of practices to guide firms as they adopt ambidexterity。 Top-down and bottom-up leaders are key to this process—a fact too often overlooked in the heated debate about innovation。 But not in this case。 Readers will come away with a new understanding of how to improve their existing businesses through efficiency， control， and incremental change， while also seizing new markets where flexibility， autonomy， and experimentation rule the day。
The simple answer is: ambidexterity。 Firms must remain competitive in their core markets， while also winning in new domains。 Innovation guru Clayton M。 Christensen has been pessimistic about whether established companies can prevail in the face of disruption， but Charles A。 O'Reilly III and Michael L。 Tushman know they can！ The authors explain how shrewd organizations have used an ambidextrous approach to solve their own innovator's dilemma。 They contrast these luminaries with companies which—often trapped by their own successes—have been unable to adapt and grow。
Drawing on a vast research program and over a decade of helping companies to innovate， the authors present a set of practices to guide firms as they adopt ambidexterity。 Top-down and bottom-up leaders are key to this process—a fact too often overlooked in the heated debate about innovation。 But not in this case。 Readers will come away with a new understanding of how to improve their existing businesses through efficiency， control， and incremental change， while also seizing new markets where flexibility， autonomy， and experimentation rule the day。
Reviews
Jon
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In the whole， the book was find。 The concepts of ambidexterity and exploration vs exploitation are important。 It feels like they could have made their point in half the time though。
Paweł Michalski
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I was really bored reading this。
Sara （onourshelves）
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This book is long and I think there are better books out there about innovations。 I so strongly dislike the phrase ambidexterity because it is a real word but it does not mean that。 I was underwhelmed but it wasn't bad。 This book is long and I think there are better books out there about innovations。 I so strongly dislike the phrase ambidexterity because it is a real word but it does not mean that。 I was underwhelmed but it wasn't bad。 。。。more
Alexander Cauguiran
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Ambidexterity is a good thing
Berkay Erol
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The authors are experts in their fields， which gave them the perspective necessary to discuss disruptive innovations at a higher level。 However， some parts of the book were repetitive。 Thats’s why the book may be quite challenging to read。
John
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I did enjoy this book。 The many examples were inspirational。 Books like this make excellent academic tools and can be basis for intellectual discussion on what is possible。LEAD AND DISRUPT is well researched and written and helps one think about what could be but does not provide a clear path to execution。 The authors do provide some high-level points in the closing chapters that might be good for a leadership discussion。 However， unless the readers have the behavioral training or insight into c I did enjoy this book。 The many examples were inspirational。 Books like this make excellent academic tools and can be basis for intellectual discussion on what is possible。LEAD AND DISRUPT is well researched and written and helps one think about what could be but does not provide a clear path to execution。 The authors do provide some high-level points in the closing chapters that might be good for a leadership discussion。 However， unless the readers have the behavioral training or insight into creating a learning org or learning teams this book becomes more of a catalog of what could be rather than a path to success。 It’s like window shopping without the money or capability to acquire。By comparison， A book like THE FIFTH DISCIPLINE by Peter Senge and the companion THE FIFTH DISCIPLINE FIELDBOOK are better tools and reference books for how to create an organization that can acquire the behaviors needed to lead and disrupt as well as how to execute with those behaviors。The fifth discipline， in my opinion， nails the why， what and how of creating an environment for sustainable change。 The Fieldbook is a companion workbook to guide the learning process。 It is meant to be a reference book for those who want to create or educate others on how to create and sustain versatile teams。 On the other hand， LEAD AND DISRUPT is like a management 101 lecture。 It uses examples to show what can be and outlines the leadership and organizational characteristics without creating the foundation to acquire the skills。 While THE FIFTH DISCIPLINE & THE FIELDBOOK are like graduate labs where people get their hands dirty and actually do the work to get the results。 LEAD AND DISRUPT is enjoyable and demonstrates by example that there are leaders that have training or the innate skills to create a learning/disruptive organization but for the most part， in my opinion， these people are the exception。 Most mid-level managers will read LEAD AND DISRUPT like a 101-level course…they will be wowed by the book but continue to go about doing what they have always done and get the same results they have always gotten。 As such many of these managers actually remain roadblocks to the kind of change needed to disrupt。 They are not willing to take the leadership risks needed to confront needed organizational change。 Those people will love the book， praise those who suggested it and go about life as they always have。 。。。more
Zain Shah
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Recommended to me by my cousin。 It was a great read！
Craig Martin
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O'Reilly & Tushman challenge organizational Leaders to embrace the adaptivenss of ambidexterity。 Having the right senior leaders on deck to promote a compelling vision; strategically wrestle with tensions that may birth innovation; aligning action and strategy to vision， values， and culture; all while disrupting complacency， status quo， and low expectations。 O'Reilly & Tushman challenge organizational Leaders to embrace the adaptivenss of ambidexterity。 Having the right senior leaders on deck to promote a compelling vision; strategically wrestle with tensions that may birth innovation; aligning action and strategy to vision， values， and culture; all while disrupting complacency， status quo， and low expectations。 。。。more
Bülent Duagi
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Insightful book about ambidextrous organizations that are both capable to operate in the present and prepare for the near-term and long-term future。
Mike Morano
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Long， intricate narratives describing different business's successes and failures。 Overall themes seem valuable， （i。e。 explore and exploit， ambidexterity， etc。） but examples on how they're put into practice are far reaching。 Long， intricate narratives describing different business's successes and failures。 Overall themes seem valuable， （i。e。 explore and exploit， ambidexterity， etc。） but examples on how they're put into practice are far reaching。 。。。more
Christina
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I found this book eye opening。 It is well written in a logical manner and is easy to read。 I did find some chapters to repeat information from previous chapters which is a bit redundant， but overall the content and supporting stories are relevant。 I summarize the key facts below:How to avoid becoming obsolete:t1。 Explore and Exploit - You need a leader that understands your core strengths and is willing to take the risk of exploring new technologies and opportunities。 t2。 A vision， values， and a I found this book eye opening。 It is well written in a logical manner and is easy to read。 I did find some chapters to repeat information from previous chapters which is a bit redundant， but overall the content and supporting stories are relevant。 I summarize the key facts below:How to avoid becoming obsolete:t1。 Explore and Exploit - You need a leader that understands your core strengths and is willing to take the risk of exploring new technologies and opportunities。 t2。 A vision， values， and a culture that provide for a common identity across the explore - and - exploit units that helps all involved see that they are on the same team 。t3。 You need to keep the "explore" team lean and separate from the "exploit" team but still allow them full use of corporate resources and allow information sharing。t4。 The 'explore' team needs a completely different set of rules and structure that allow them to be agile and learn through trial and error。t5。 You need a leader that can take new products and opportunities to existing and new markets。 。。。more
Scott Wozniak
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This is a restatement of good ideas。 So it's got useful stuff in it for business leaders， but it's not new。 And it's more academic/formal in its language and style than others。 So it was okay， but not great。Basic idea: you need to be good at both exploration and exploitation （innovation and efficiency in your existing business）。 The best part of the book are the detailed stories of companies who tried to add innovation to their core business but did so in ways that didn't work。 This is a restatement of good ideas。 So it's got useful stuff in it for business leaders， but it's not new。 And it's more academic/formal in its language and style than others。 So it was okay， but not great。Basic idea: you need to be good at both exploration and exploitation （innovation and efficiency in your existing business）。 The best part of the book are the detailed stories of companies who tried to add innovation to their core business but did so in ways that didn't work。 。。。more
Stephen Eyre
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Good book for companies who are wondering how to manage new， innovative businesses within a legacy of profitability。
Chad
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Very good book on management and moving to the next level。
Øystein Nygård
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A book that should be read by all working in established， "old economy" companies， to get a sense for what it takes to keep your company changing and not fall in the trap of stagnation and decline。 Some great stories about companies that made multiple transitions， and some that didn´t and declined。 Well worth the time and $ A book that should be read by all working in established， "old economy" companies， to get a sense for what it takes to keep your company changing and not fall in the trap of stagnation and decline。 Some great stories about companies that made multiple transitions， and some that didn´t and declined。 Well worth the time and $ 。。。more
Greg Hopper
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Review coming。 Complicated feelings after reading the book。 Some good analyses; some good tools; not so sure about the quality of the corporate examples used （particularly IBM and Cisco）。 More coming。
Joseph
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Similar narration from Jim Collins。
Karen Soanes
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A pretty good book on organizational change and sustaining innovation。
Alejandro Rentería
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The authors present compelling evidence on how the implementation of ambidexterity， exploitation （of core markets） and exploration （innovation） as a strategic business model is the answer to a long lasting and healthy business。 It does gets a bit too repetitive with these terms by the end of the book though。 They also present good examples on how companies have successfully solved their own innovators dilemma， and those who failed in doing so （like Kodak）。 The book presents a good frame work to The authors present compelling evidence on how the implementation of ambidexterity， exploitation （of core markets） and exploration （innovation） as a strategic business model is the answer to a long lasting and healthy business。 It does gets a bit too repetitive with these terms by the end of the book though。 They also present good examples on how companies have successfully solved their own innovators dilemma， and those who failed in doing so （like Kodak）。 The book presents a good frame work to apply ambidexterity。 Improve existing businesses through efficiency， control， and incremental change， while also seizing new markets where flexibility， autonomy， and experimentation。 I would've enjoyed more if it was got easier to read by the end instead of the opposite。 。。。more
Rae
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The book includes some useful insight。 I read this book along with my management peers as an assignment from our CEO。 It is my opinion that the book needs more editing。 It was too repetitive。 This was also the consensus among the other managers I discussed the book with。 I usually enjoy management books， but this one was very hard to finish， due to its repetitive nature。
Bill Pardi
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Very good rejoinder to the Innovators Dilemma。 Recommended reading for anyone in an innovative or creative field。
Kym Hamer
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It's taken me a while to read this， waylaid as I was by other reading exploits， but I'm very glad I got back to it。 What I liked most was the various company illustrations - those who've ridden the change wave well and those who've fallen off along the way - are used to explain the author's premise。 It's quite easy reading and not too academic in tone so it's gone back on the business bookshelf for future reference。 It's taken me a while to read this， waylaid as I was by other reading exploits， but I'm very glad I got back to it。 What I liked most was the various company illustrations - those who've ridden the change wave well and those who've fallen off along the way - are used to explain the author's premise。 It's quite easy reading and not too academic in tone so it's gone back on the business bookshelf for future reference。 。。。more
Dave Moyer
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Extremely timely， this book combines the theoretical and practical with the expertise that should support those of us who really care about innovating！ Well done！
Theodore Kinni
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