Digital disruption is visiting every industry at a pace that exceeds almost everyone’s predictions. This is challenging CEOs to learn to build new capabilities - data, analytics, software development - and business models.
Frequently, these new capabilities and business models challenge the established order. That's why in prior generations so many failed to respond as markets and technologies move. Thus, the Innovator's Dilemma. This states that firm's cannot Lead in one market or technology, while at the same time investing to Disrupt in the next. Its a phenomenon that has struck at Kodak, Blockbuster, Blackberry, Polaroid and countless other firms for decades.
Professor Charles O'Reilly and Professor Michael Tushman have studied this problem at close-quarters both as academics and, with Change Logic, CEO advisors. In their new book, they share a prescription for how solve the Innovator's Dilemma. The book describes how firms such as IBM, Gannett, Novartis, and Wal-Mart, have put in place systematic approach to moving into new market areas, without losing focus on the existing business franchise. Charles and Mike outline how ‘reinventing’ around the principles of Lead and Disrupt can transform a business and reinvigorate performance. Based on based on more thirty years of research and application, the book describes a practical approach that CEOs and senior teams can apply to managing these issues in their businesses. Buy Now