It is a pleasure to welcome the Executive Director of the Stanford d.school and the author of Creative Acts for Curious People: How to Think, Create, and Lead in Unconventional Ways, Sarah Stein Greenberg.
We are joined by the former CEO of Cypress Semiconductor, TJ Rodgers and his friend and author of Lead and Disrupt, Charles O’Reilly III
In Chapter 5 of Tushman and O’Reilly’s “Lead and Disrupt”, the authors share how Cypress Semiconductor used a similar venture funding model, complete with a one-page business plan, for initial funding to grow $40 million in businesses. With their approach called a “Federation of Entrepreneurs”, Cypress is a great case study in ambidextrous leadership.
In June 2019, Infineon Technologies announced it would acquire Cypress for $9.4 billion. The deal closed in April 2020, making Infineon one of the world’s top 10 semiconductor manufacturers.
We are joined today by that ambidextrous leader, the former CEO of Cypress TJ Rodgers and the author of Lead and Disrupt, Charles O’Reilly III.
In Chapter 5 of the Corporate Explorer, Binns, Tushman and O’Reilly share how a Corporate Explorer created a new business inside the consulting and accounting firm Deloitte.
His new unit, Deloitte Pixel, uses the “wisdom of crowds” to solve complex management problems. Ice are joined by Balaji Bondili.
Our guest had just joined IBM from McKinsey and was assigned as an internal consultant charged with supporting these nascent businesses.
We are about to hear that story and so much more.
It is a pleasure to welcome the author of “The Corporate Explorer: How Corporations Beat Startups at the Innovation Game” Andrew Binns
O’Reilly and Tushman illustrate how leaders can align their organization’s cultures to fit the needed strategy and how ideation, incubation, and scaling approaches, when used all together, can successfully develop new growth businesses.
Why do successful firms find it so difficult to adapt in the face of change – to innovate? In the past ten years, the importance of this question has increased as more industries and firms confront disruptive change. The pandemic has accelerated this crisis, collapsing the structures of industries from airlines and medicine to online retail and commercial real estate. Today, business leaders are obligated to investors, their employees, and communities. At the core of this challenge is helping their organizations to survive in the face of change.
The original edition summarized the lessons the authors had learned as researchers and consultants over the previous two decades. Since then, they have continued to work with leaders of organizations worldwide confronting disruptive change. With updates to every chapter, including new examples and analysis, this fully revised edition incorporates the lessons and insights the authors have gained in the past five years. Two new chapters critically examine the role of organizational culture in promoting or hindering ambidexterity and its underlying fundamental disciplines. Using examples from firms such as Microsoft, General Motors, and Amazon, O’Reilly and Tushman illustrate how leaders can align their organization’s cultures to fit the needed strategy and how ideation, incubation, and scaling approaches, when used all together, can successfully develop new growth businesses.
In part 2 of our Tushman and O’Reilly series, Charles O’Reilly III explores the importance of cultural alignment in encouraging change. We focus on the cases of DaVita, Microsoft and AGC.
In part 2 of our Tushman and O’Reilly series, Charles O’Reilly III explores the importance of cultural alignment in encouraging change. We focus on the cases of DaVita, Microsoft and AGC.
00:01:17 Origin Story
00:05:20 Ideate, Incubate, Scale
00:07:37 Culture
00:10:50 The Tyranny of Success: Gunfire At Sea
00:24:20 The L.E.A.S.H. Model
00:21:45 Organisational Culture Change: How Microsoft Transformed Its Culture
00:26:58 DaVita: A Community First, A Company Second
00:31:51 The Importance of Language For Culture Change
00:36:12 AGC INC. IN 2019: “Your Dreams, Our Challenge.”
00:42:48 Waiting Until It Is Too Late to Change
For Part 1 of our series on Tushman and O’Reilly, we welcome the author of the 1997 classic: “Winning Through Innovation: A Practical Guide to Leading Organisational Change and Renewal”, Professor Michael Tushman.