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Победить с помощью инноваций: Практическое руководство по управлению организационными изменениями и обновлениями
Книга предлагает предпринимателям и менеджерам — как начинающим, так и опытным — инновационный подход к конструированию бизнес-моделей, названный авторами 4W. Речь идет о внесении изменений в то, когда, почему и какие решения принимаются в бизнес-модели, а также о влиянии на тех, кто их принимает. Внешне незначительные модификации бизнес-модели позволяют получить огромные конкурентные преимущества. Метод 4W применим и к крупному, и к малому бизнесу. В частности, авторы рассматривают пример внедрения 4W в Сбербанке РФ, после чего неповоротливый советский банк старой формации смог превзойти некоторые лучшие в мире финансовые организации. Метод работает и в таких отраслях, как сфера обслуживания и производство товаров потребления, где другие типы инноваций часто не дают результата. При этом получение значительных выгод не требует ни новой революционной технологии, ни создания абсолютно новых рынков.
290 pages, Kindle Edition
First published January 1, 1997
22 people are currently reading
216 people want to read
About the author
Michael L. Tushman
13 books4 followersMichael Tushman is Baker Foundation Professor, Paul R. Lawrence, MBA Class of 1942 Professor Emeritus, and Charles (Tex) Thornton Chair of the Advanced Management Program (AMP) at the Harvard Business School. He is also a co-founder of Change Logic. Mike is an active business consultant and educator, working with CEOs and senior teams around the world.
In addition to AMP, he is faculty co-chair of Leading Change and Organizational Renewal and is a former Faculty Chair for HBS’s Program
for Leadership Development (PLD). He also teaches in the Harvard Business Analytics Program, Harvard’s first cross-university and online executive program.
Mike was awarded the Academy of Management’s Career Achievement Award for Distinguished Scholarly Contributions to Management. His publications include Lead and Disrupt (2016; second edition publishing in September 2021) and Winning Through Innovation: A Practical Guide to Leading Organizational Renewal and Change (2002), both with Charles O’Reilly; Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation (with D. Hambrick and D. Nadler, 1998); Competing by Design: A Blueprint for Organizational Architectures (with D. Nadler, 1998); and Managing Strategic Innovation: A Collection of Readings (with P. Anderson, 2004). Mike was previously on the faculty of the Graduate School of Business, Columbia University, and has been a visiting professor at the Massachusetts Institute of Technology and Institut Européen d’Administration des Affaires (INSEAD).
Mike holds degrees from Northeastern University (BSEE), Cornell University (MS), and the Sloan School of Management at MIT (PhD). He received an honorary doctorate from the University of Geneva. He has supervised many doctoral students and was elected a Fellow of the Academy of Management.
In addition to AMP, he is faculty co-chair of Leading Change and Organizational Renewal and is a former Faculty Chair for HBS’s Program
for Leadership Development (PLD). He also teaches in the Harvard Business Analytics Program, Harvard’s first cross-university and online executive program.
Mike was awarded the Academy of Management’s Career Achievement Award for Distinguished Scholarly Contributions to Management. His publications include Lead and Disrupt (2016; second edition publishing in September 2021) and Winning Through Innovation: A Practical Guide to Leading Organizational Renewal and Change (2002), both with Charles O’Reilly; Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation (with D. Hambrick and D. Nadler, 1998); Competing by Design: A Blueprint for Organizational Architectures (with D. Nadler, 1998); and Managing Strategic Innovation: A Collection of Readings (with P. Anderson, 2004). Mike was previously on the faculty of the Graduate School of Business, Columbia University, and has been a visiting professor at the Massachusetts Institute of Technology and Institut Européen d’Administration des Affaires (INSEAD).
Mike holds degrees from Northeastern University (BSEE), Cornell University (MS), and the Sloan School of Management at MIT (PhD). He received an honorary doctorate from the University of Geneva. He has supervised many doctoral students and was elected a Fellow of the Academy of Management.
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Displaying 1 - 8 of 8 reviews
October 19, 2021
Good, but not great
For me, Clayton M. Christensen who covers similar ground in his books does a better job on this subject.
There is a lot of interesting and quality content here which highlights how to identify problems with suggestions on steps to implement to design products for today and tomorrow. Many examples of existing businesses which did just this help to clarify the message.
One major problem for me is the book is longer than necessary and my patience started to fail by the final quarter of the book. It could easily be reduced by 50 pages to keep the focus and the messages clear.
For me, Clayton M. Christensen who covers similar ground in his books does a better job on this subject.
There is a lot of interesting and quality content here which highlights how to identify problems with suggestions on steps to implement to design products for today and tomorrow. Many examples of existing businesses which did just this help to clarify the message.
One major problem for me is the book is longer than necessary and my patience started to fail by the final quarter of the book. It could easily be reduced by 50 pages to keep the focus and the messages clear.
July 8, 2020
Примеры компаний по котором автор построил свою теорию давно устарели. Не все остались на плаву. Смешно слушать по Кодак как компанию успешно внедрившие изменения.
Да и вся суть управления изменениями больше дана в последних двух главах.
Много повторов одной и той же идеи для заполнения пространства.
Выбирал из немногих доступных по такой теме не ЛитРес.
Да и вся суть управления изменениями больше дана в последних двух главах.
Много повторов одной и той же идеи для заполнения пространства.
Выбирал из немногих доступных по такой теме не ЛитРес.
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March 25, 2025MBA 687 ✔️
April 6, 2010
This book came recommended by a former coworker, so I picked it up at the local library.
I'm still scratching my head how the authors squeezed over 200 pages expanding on a simple thesis: innovation is good, even when you think you are doing well. You can pretty much fit everything I gleaned from the book on a fortune cookie. O'Reilly fills the rest of the pages with "case studies", really just drawn out and boring narratives about certain companies that employed his principles (and did well) & others that ignored them and floundered. Except that he wrote the book in the 90s, and many of the companies he disparages (e.g., Apple) are now considered innovative leaders and vice-versa. It goes to show you that you can find anecdotal evidence to support whatever thesis you want. I suppose you could make the same critique about most "business" books, but at least others I have come across are more compelling - Or at least tell more interesting stories.
I'm still scratching my head how the authors squeezed over 200 pages expanding on a simple thesis: innovation is good, even when you think you are doing well. You can pretty much fit everything I gleaned from the book on a fortune cookie. O'Reilly fills the rest of the pages with "case studies", really just drawn out and boring narratives about certain companies that employed his principles (and did well) & others that ignored them and floundered. Except that he wrote the book in the 90s, and many of the companies he disparages (e.g., Apple) are now considered innovative leaders and vice-versa. It goes to show you that you can find anecdotal evidence to support whatever thesis you want. I suppose you could make the same critique about most "business" books, but at least others I have come across are more compelling - Or at least tell more interesting stories.
March 28, 2016
As with a lot of management books, or at least most of the few I've read, this book spends a long time explaining a simple idea.
On the face of it this is quite an annoying thing to do, but actually by hammering the point home with example on top of example it makes this basic idea less likely to be ignored in future work.
Importantly the book covers why attempts to change what a business does and how it does it often fail, and offers clear strategies to avoid failure.
I read this for a strategy course as part of the assigned reading, but think it has value for any senior manager thinking long-term about their business.
On the face of it this is quite an annoying thing to do, but actually by hammering the point home with example on top of example it makes this basic idea less likely to be ignored in future work.
Importantly the book covers why attempts to change what a business does and how it does it often fail, and offers clear strategies to avoid failure.
I read this for a strategy course as part of the assigned reading, but think it has value for any senior manager thinking long-term about their business.
January 10, 2017
This one is good book that tackle the ways of innovating in orgnization. It embrace innovation not only theoretically but also practically in a comprehensive way. The one drawback is that the book is a bit an old one.
March 25, 2009
mandatory reading for anyone wanting a career in strategy
August 18, 2016
Read as part of my masters program. Many great concepts but didn't think it spoke enough about how to actually create innovation practically in an organization. Great theory and conceptual ideas.
Displaying 1 - 8 of 8 reviews