Página inicialGruposDiscussãoExplorarZeitgeist
Pesquise No Site
Este site usa cookies para fornecer nossos serviços, melhorar o desempenho, para análises e (se não estiver conectado) para publicidade. Ao usar o LibraryThing, você reconhece que leu e entendeu nossos Termos de Serviço e Política de Privacidade . Seu uso do site e dos serviços está sujeito a essas políticas e termos.
Hide this

Resultados do Google Livros

Clique em uma foto para ir ao Google Livros

Lead and Disrupt: How to Solve the…
Carregando...

Lead and Disrupt: How to Solve the Innovator's Dilemma (edição: 2016)

de Charles A. O’Reilly Iii (Autor), Michael L. Tushman (Autor)

MembrosResenhasPopularidadeAvaliação médiaConversas
15Nenhum(a)1,081,140 (3)Nenhum(a)
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.… (mais)
Membro:CALDOL
Título:Lead and Disrupt: How to Solve the Innovator's Dilemma
Autores:Charles A. O’Reilly Iii (Autor)
Outros autores:Michael L. Tushman (Autor)
Informação:Stanford Business Books (2016), Edition: 1, 280 pages
Coleções:Sua biblioteca
Avaliação:
Etiquetas:Nenhum(a)

Work Information

Lead and Disrupt: How to Solve the Innovator's Dilemma de Charles A. O’Reilly III

Nenhum(a)
Carregando...

Registre-se no LibraryThing tpara descobrir se gostará deste livro.

Ainda não há conversas na Discussão sobre este livro.

Sem resenhas
sem resenhas | adicionar uma resenha
Você deve entrar para editar os dados de Conhecimento Comum.
Para mais ajuda veja a página de ajuda do Conhecimento Compartilhado.
Título canônico
Título original
Títulos alternativos
Data da publicação original
Pessoas/Personagens
Lugares importantes
Eventos importantes
Filmes relacionados
Premiações
Epígrafe
Dedicatória
Primeiras palavras
Citações
Últimas palavras
Aviso de desambiguação
Editores da Publicação
Autores Resenhistas (normalmente na contracapa do livro)
Idioma original
CDD/MDS canônico
Canonical LCC

Referências a esta obra em recursos externos.

Wikipédia em inglês

Nenhum(a)

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.

Não foram encontradas descrições de bibliotecas.

Descrição do livro
Resumo em haiku

Capas populares

Links rápidos

Avaliação

Média: (3)
0.5
1
1.5
2
2.5
3 1
3.5
4
4.5
5

É você?

Torne-se um autor do LibraryThing.

 

Sobre | Contato | LibraryThing.com | Privacidade/Termos | Ajuda/Perguntas Frequentes | Blog | Loja | APIs | TinyCat | Bibliotecas Históricas | Os primeiros revisores | Conhecimento Comum | 164,582,297 livros! | Barra superior: Sempre visível