Includes bibliographical references p. Contents Beyond the success syndrome-- evolutionary and revolutionary change-- building the foundation deading innovation and change-- diagnosing the roots of today's problem-- managing culture for competitive advantage-- shaping organizational culture-- ambidexterous organizations-- managing incremental and discontinuous innovation-- managing strategic change-- the leadership challenge.
Share on Facebook You can increase your company's productivity and profitability by examining how well all of its parts work together. You could have some elements of your company that are incompatible with your overall efforts.
The congruence model, created by David A. Tushman in thes, provides guidelines for realigning your business operations so that everybody is working toward the same goal. Culture The first element of a congruence model for a business is the culture or personality your company has.
If your company is aggressive, innovative and highly competitive, you will need to engage in business practices that offer opportunities to break through barriers and achieve difficult objectives.
If your company is more laid-back, seeking steady but slow growth and emphasizing the quality of life among employees as much as the quality of your goods and services, you will need to guide your business so it consistently pursues opportunities that don't disrupt your pursuit of gradual improvement.
Structure Rather than simply modeling your company after other companies, you can establish company structure and create a consistency between what you do and how you do it.
For example, if you have several regional markets you service, a hierarchical structure where decisions come from the top executives at the home office may not work best for you. You might consider a modular structure, where regional managers have authority to make business decisions based on their knowledge of how to best serve their customers.
Similarly, if your business requires agility to adjust to quickly changing market conditions, a structure that requires multiple managerial meetings for decisions could slow you down and hurt your ability to adjust in time.
Employees Your employees are part of the congruence of your company approach. For example, a company focused on innovation needs forward-thinking employees. If your company's main goal is to preserve existing markets, you will need employees who think conservatively.
On the other hand, a company that seeks growth will want employees who can be aggressive in increasing sales and productivity.
Tasks You can look at your company to make sure that all the tasks you perform align with company objectives. You may find some discrepancies. For example, if your objective is to increase sales and your sales department is cutting back on payroll, you have a conflict.
On the other hand, if your company objective is to introduce new products and you beef up your research and development department to have it create and improve products, your tasks are aligned with your objectives.ORGANIZATIONAL AMBIDEXTERITY AND COMPETITIVE ADVANTAGE: TOWARD A RESEARCH MODEL PhD Gheorghe PREDA West University of Timisoara, Romania model to be tested in a future empirical study focused on the link between the (Benner and Tushman, ; Tushman and O’Reilly, ).
In this paper we developed research. Rosenbloom and Christensen, ; Tushman and O’Reilly, ). Yet with all the interest in technology and organizational outcomes, confusion abounds in basic concepts and fundamental undercarriage was introduced in by Douglas’s model 4E (Miller and Sawers, ). By.
In , Tushman and O’Reilly proposed congruence model in order to set a sustainable strategy to solve change management issues. IBM needs to use the congruence model in . Tushman and O’Reilly present the case of a German chemical plant that was losing market share to competitors with lower production costs and struggling to develop new products, despite being a well established facility with a highly trained work force.
O’Reilly & Tushman 03/26/07 56 Tushman, Michael L. and O’Reilly, Charles A. (). The ambidextrous organization: managing evolutionary and revolutionary change.
California Management Review, 1- The Organization oft he Future: Strategic Imperatives and Core Competencies for the 21st Century DAVID A. NADLER MICHAEL L. TUSHMAN p oised on the eve of the next century, we are witnessing a profound transformation in the very nature of our business organiza- tions.