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:
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.
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.
A seminal work in the field of organization design and strategic alignment; provides practical guidance on building organizations that achieve outstanding results.
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.
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.
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.
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.
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 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 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.
Overview of our key thinking on how organizations can understand and respond to disruptive threats in their markets.
Based on detailed research of corporate social networks Kleinbaum Tushman describe how they impact an organization’s ability to innovate.
Tushman and O’Reilly describe how some companies adopt an ‘ambidextrous organization’ that separates the ‘explore’ businesses from the ‘exploit’ ones.
Professors O'Reilly, Harreld, and Tushman describe how IBM applied the 'ambidextrous organization' approach to generating organic growth within its business over multiple years.
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.
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.