Tushman and O'Reilly examine how leadership, culture, and organizational architectures can be both important facilitators of innovation and, not uncommonly, formidable obstacles. They demonstrate how to clarify today's critical managerial problems, use culture and commitment to promote innovation and implement strategy, and deal with changing innovation requirements as organizations evolve.
No business concept was more important to America's economic revival in the 1990s than reengineering -- introduced to the world in Michael Hammer and James Champy's Reengineering the Corporation. Already a classic, this international bestseller describes how the radical redesign of a company's processes, organization, and culture can achieve a quantum leap in performance. But if you think th…
The contents of this book: 1. Unlocking the mystery of Self-Renewal 2. The Fit/Split Paradox 3. Vectors of Contention 4. Disturbing Equilibrum, etc.
In this landmark book, Kanter has integrated all her Harvard Business Review articles and the framing essays she wrote as Editor into a powerful new statement. This work contains pieces that span a variety of topics: strategy, innovation, customer focus, global trends, planning for change, strategic alliances, compensation systems, and community responsibility.