o reilly and tushman 2004

The case uses the example of the acquisition of Victors & Spoils, a crowdsourcing advertising agency, to examine internal reactions.This short video illustrates the challenges of leading innovation and change.

The case focuses on the cultural and organizational shifts HTC underwent to successfully make the transition from an ODM, founded in 1997, to a leading branded manufacturer (7% market share of smartphones in 2010), with the adoption of the tagline: "Quietly Brilliant." Do they succeed in achieving breakthroughs? Conflict and lack of coordination exist between functional groups. Incentives tied to cross-unit growth targets and willingness to share news content replaced rewards tied to unit results. Ingrid describes what she did in Business Banking, how she executed those changes, what she learned about leading large system change, and what she learned about herself as a leader.Jeff Davis, director of Space Life Sciences Directorate at NASA, has been working for several years to raise awareness amongst scientists and researchers in his organizations of the benefits of open innovation as a successful and efficient way to collaborate on difficult research problems regarding health and space travel. To integrate new projects with existing businesses, innovation team leaders reported to one person—the vice president of R&D, who managed trade-offs and conflicts between the old business and new units. Nicolas Hayek, president of a Swiss consulting firm, is asked to help design a new strategy and structure for the two Swiss giants, ASUAG and SSIH, which have decided to merge. Corporate executives must constantly look backward, attending to the products and processes of the past, while also gazing forward, preparing for the innovations that will define the future.This mental balancing act is one of the toughest of all managerial challenges—it requires executives to explore new opportunities even as they work diligently to exploit existing capabilities—and it’s no surprise that few companies do it well.
At Harvard, Tushman is involved in comprehensive and focused Professor Tushman has served on the boards of many scholarly journals including Andy Binns, J. Bruce Harreld, Charles A. O'Reilly and Sebastian Raisch, Julian Birkinshaw, Gilbert Probst and Paul S. Adler, Mary Benner, David James Brunner, John Paul MacDuffie, Emi Osono, Bradley R. Staats, Hirotaka Takeuchi, Winner of Stephan Schrader Best Paper Award presented by Academy of Management​Winner of Andersen Consulting Award For the article published in the California Management Review that has made the most important contribution to improving the practice of management​​Winner of Pacific Telesis Foundation Award For the article published in the California Management Review that has made the most important contribution to improving the practice of management​George Westerman, Wendy Smith, Robert Chapman Wood and The Digital Initiative is a cross-unit venture that unites scholars and practitioners to explore and impact the transformation of business in today’s digital, networked, and media-rich environment. Natarajan felt sure a group dedicated to SBP led by one of the firm's most respected technologists would help spur adoption.After proposing a fourth business unit to help grow the market for Zensar's innovative technology, to be led by Dilip Ittyera, CEO Natarajan adopted a new organizational structure focused on industry verticals.The case examines leadership and organizational change within a strong culture context through a multimedia study of lululemon, a specialty retailer of high-end athletic apparel. More broadly, Zvulun wondered how could he best balance his significant personal, professional, and organizational aspirations?Victors & Spoils (V&S), located in Boulder, Colorado, was the first advertising agency built on open innovation and crowdsourcing principles from the ground-up.

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