Fact-Based Rigor
Change Logic bases its methods and tools on decades of research by our founding directors, Professor Michael Tushman, Professor Charles O’Reilly, and our consulting team. Our research focuses on six core areas of business practice:
Winning Through Innovation: A Practical Guide to Leading Change and Organizational Renewal
A core text at business schools around the world, Winning through Innovation explores the sources of organizational inertia and provides a practical guide to companies that seek to renew themselves and embrace innovation.
Dynamic Capabilities at IBM
Examines IBM’s approach to strategy and its contribution to the growth of the corporation in the period from the late 90’s to 2007. It highlights IBM’s ability to exploit its existing businesses with high-levels of discipline; while at the same time exploring new growth opportunities that themselves have become mature businesses.
Competing by Design: The Power of Organizational Architectures
A seminal work in the field of organization design and strategic alignment; provides practical guidance on building organizations that achieve outstanding results.
Driving Strategy into Action at IBM
A summary of IBM’s application of Professor Tushman and Professor O’Reilly’s research and approach; based on their article co-authored with Bruce Harreld (Senior Vice-President for Strategy and Marketing at IBM) from the California Management Review.
Beyond the Charismatic Leader: Leadership and Organizational Change
Leading organizations at times of profound, disruptive change is perhaps the greatest challenge a senior leader can face. In this article, Mike Tushman and David Nadler describe how leaders inspire and motivate their organizations to achieve extraordinary results by providing vision, direction and energy.
Managing Strategic Innovation and Change: A Collection of Readings
Mike Tushman and Phil Anderson created this collection of the most important articles on how to understand and lead strategic innovation. Together these articles provide an understanding for how some organizations are successful at adapt to radical shifts in their markets, while others fail to respond.
Navigating Change: How CEO's, Top Teams and Boards Steer Transformation
Successful corporate transformation requires vigilance, appetite for change, concerted effort, and clarity of purpose from three distinct but interconnected parties: the CEO, the top management team, and the board of directors. This collection of essays combines insight from leading CEOs and academics on how to navigate these dynamics.
Complex Business Models: Managing Strategic Contradictions
Based on research into leadership teams at major US corporations, this article describe how leaders structure senior teams to manage tensions between competing business goals.
Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People
Hidden Value offers a customizable template for building high-performance, people-centered organizations. O’Reilly and Pfeffer challenge the chase for ‘talent’, in favor of using and motivating the talent you have.
Cisco Systems: Developing a Human Capital Strategy
Cisco have built a widely admired organization. In this article, Professor O’Reilly and colleagues dissect the human resources practices that enabled them to create and sustain a culture that has helped Cisco become one of the most successful tech companies in the world.
Managing Innovation Streams
Overview of our key thinking on how organizations can understand and respond to disruptive threats in their markets.
Managing Corporate Social Networks
Based on detailed research of corporate social networks Kleinbaum Tushman describe how they impact an organization’s ability to innovate.
Ambidextrous Organization
Tushman and O’Reilly describe how some companies adopt an ‘ambidextrous organization’ that separates the ‘explore’ businesses from the ‘exploit’ ones.
Organizational Designs and Innovation Streams
This article empirically explores the relations between alternative organizational designs and a firm’s ability to explore as well as exploit. Based on an in-depth, multi-company study it demonstrates how the ‘ambidextrous organization’ is the most successful way to support the growth of innovation businesses.
Organizational Ambidexterity: IBM and Emerging Business Opportunities.
In this award-winning paper, Professors Tushman, O’Reilly and Harreld, describe how IBM applied the ‘ambidextrous organization’ approach to generating organic growth within its business over multiple years. This is the most extensive case study of how organization can successfully build the ‘dynamic capabilities’ needed to explore into new markets, even as it exploits its core sources of revenue to their maximum potential.
The 6,000-member Organizational Behavior Division of the Academy presented its Lifetime Achievement Award to Charles O'Reilly, Stanford Graduate School of Business professor and Change Logic co-founder. The division's members are scholars who study individuals and groups within an organizational context. The Lifetime Achievement Award is reserved for scholars who have been both outstanding publishers of research and teachers in the field over two decades.
In notifying Charles of his selection, division chair Carrie Leana wrote that his research on "communication and decision making, culture, commitment processes, demography, compensation, social control, diversity, and organization architectures has shaped the very way that OB scholars and practitioners look at the impact of social process and incentive mechanism." She also noted his past receipt of teaching awards and said that he was the only organizational scholar to receive the Scholarly Contribution Award multiple times from the academic journal the Administrative Science Quarterly.
New businesses promise growth, but they often take far longer than anticipated to fulfill their potential. That creates tension among the senior team, who often choose to ignore innovative ventures and focus instead on the traditional core businesses that reliably generate cash flow. In this article, Mike, Wendy and Andy argue that great leaders embrace that tension—not try to resolve it or worse yet, push it down into the organization—and foster a state of constant creative conflict at the top. Using a case study from a Change Logic client, the article provides practical advice that can help CEOs and senior teams improve their ability to explore new business areas while evolving core performance.
BOSTON, Mar 11, 2011 (BUSINESS WIRE) -- Change Logic, the Boston-based consulting firm founded by Professors Michael Tushman (Harvard Business School) and Charles O'Reilly (Stanford Graduate School of Business), is launching a Growth & Innovation Practice. This new practice brings together thought leaders in strategy and extends Change Logic's practice of building high-growth organizations.
Curtis Rising is the co-author, with Professor Clayton Christensen (Harvard Business School), of "The New M&A Playbook," published this month in the Harvard Business Review. It summarizes a method for M&A that executives can use to find the right target, pay the right price and design-then-do the right integration.
The article's "Big Idea" is a way to find and do transformative deals that reinvent a company's business. "Reinvent my Business Model" (RBM) deals, such as Best Buy's acquisition of Geek Squad and EMC's acquisition of VMware, are a gateway to upside and market disruption.
Rising explains how the article's tools can actually be applied to any strategic move. "M&A is an extreme corporate act, a tough climb. M&A should be a last resort. Before you listen to a banker who is pointing to an acquisition, you should go back and first ask 'Do we Build or Buy?' If you've ruled out all organic options, then ask 'Do we Buy or Ally?' When all else fails, merge or acquire -- but merge or acquire with precision, understanding what you want from the deal and the results that you will likely get." Change Logic's Growth and Innovation practice will bring the "New M&A Playbook" to its clients, but with a unique twist. Practice leader Daryl Dunbar explains, "Having a great M&A target in your sights or a breakthrough strategic plan in hand is only valuable if you can get your execution right as well. Change Logic enables organizations to transform performance and grow through superior strategic execution." Rising comments, "This is what brought me and a team of strategy leaders to Change Logic. We've led and helped executives lead difficult enterprise changes and transformations. Other firms start with strategy practices and then try to move into organizational change work."
In this award-winning paper, Professors Tushman, O’Reilly and Harreld, describe how IBM applied the ‘ambidextrous organization’ approach to generating organic growth within its business over multiple years. This is the most extensive case study of how an organization can successfully build the ‘dynamic capabilities’ needed to explore into new markets, even as it exploits its core sources of revenue to their maximum potential.