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Notes Richard Foster, a director at McKinsey & Company, ''Of the 10 leaders in vacuum tubes in 1955 only two were left in 1975. There were three variants of error in these case histories. First is the decision not to invest in the new technology. The second is to invest but picking the wrong technology. The third variant is cultural. " 1 Firms like Intel and Motorola were not saddled with internal conflict and inertia, and, as they grew, were able to re-create themselves. Other firms, like RCA, were unable to manage these multiple technological approaches; they were trapped by their successful pasts.

ISBN 0-87584-579-7 1. Organizational changeManagement. I. O'Reilly, Charles A. II. Title. 49-1984 Page v This book is dedicated to Marjorie, Ulrike, and Bernie Page vii Contents Preface and Acknowledgments ix 1 The Tyranny of Success 1 2 Ambidextrous Organizations: Leading Evolutionary and Revolutionary Change 17 3 Defining Problems and Opportunities: A Foundation for Success 39 4 Managerial Problem Solving: A Congruence Approach 57 A Practical Guide to Using the Congruence Model 78 5 Leveraging Culture for Innovation and Competitive Advantage 99 A Practical Guide to Diagnosing Culture 121 Page viii 6 Shaping Organizational Culture 129 7 Managing Innovation Streams in Ambidextrous Organizations 155 8 Implementing Strategic Change 181 9 Winning through Innovation 213 Notes 227 Bibliography 233 Index 249 About the Authors 259 Page ix Preface And Acknowledgments This book reflects twenty years of our collaboration; it also reflects our continuing desire to link organizational research to managerial practice.

In our experience, research in organizational behavior can be extraordinary valuable to managers, but often academics don't understand the pressures facing practicing managers and don't know how to convey their research in ways that can be applied. Hambrick's admonition and our own desire to make a difference in real organizations triggered the writing of this book. Over the past decade we have been helped and encouraged by literally thousands of managers from around the world. They have sharpend, extended, and improved on our ideas.