Thu, Feb 03|
Disruption into Opportunity - Author Discussion with HBS Professor
HBS Club of Toronto, in collaboration with others, presents a conversation with HBS Professor Michael Tushman and Andrew Binns about their upcoming book “Corporate Explorer” and; The 2nd edition of Professor Tushman and Professor Charles O’Reilly’s book “Lead and Disrupt”.
Time & Location
Feb 03, 2022, 12:00 PM – 1:00 PM
About the event
HBS Club of Toronto, in collaboration with others, presents a conversation with HBS Professor Michael Tushman and Andrew Binns
About this event
HBS Club of Toronto, in collaboration with others, present a conversation with HBS Professor Michael Tushman and Andrew Binns on the topics of:
- Their upcoming book “Corporate Explorer” and;
- The 2nd edition of Professor Tushman and Professor Charles O’Reilly’s book “Lead and Disrupt”.
- Innovation used to be seen as a game best left to entrepreneurs, but now a new breed of corporate managers is flipping this logic on its head. These Corporate Explorers have the insight, resilience, and discipline to overcome the obstacles and build new ventures from inside even the largest organizations.
- Corporate Explorers are part entrepreneurs, using innovation disciplines to jump start cutting-edge ideas, and part change leaders, capable of creating support for investment. They see that corporations already own the ideas, resources, and—critically—the talent to build new ventures. Companies like Amazon, Microsoft, Bosch, LexisNexis, and Analog Devices enable managers to put these assets to use and gain an upper hand over startups that threaten to disrupt them.
- Corporate Explorer is a guidebook to the practices that enable these managers to go from idea into action. It demonstrates how success is not only possible but may offer entrenched companies better odds than venture-capital backed startups.
Lead and Disrupt , 2nd Edition
- 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, leaders in business have an obligation not only to investors but to 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 that the authors as researchers and consultants had learned over the previous two decades. Since then, they have continued to work with leaders of organizations around the world confronting disruptive change. With updates to every chapter, including new examples and analysis, this fully revised edition incorporates the lessons and insights that the authors have gained in the past five years
About our speakers:
HBS Professor Michael Tushman
Michael Tushman is a co-founder and director of Change Logic. He is internationally recognized for his work on the relations between technological change, executive leadership and organization adaptation, and for his work on innovation streams and organization design. Mike is an active business consultant and educator, working with CEOs and senior teams around the world.
Michael 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. In addition to AMP, he is faculty co-chair of Leading Change and Organizational Renewal and is a former Faculty Chair for HBS’ 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 MIT and INSEAD.
Mike holds degrees from Northeastern University (B.S.E.E.), Cornell University (M.S.), and the Sloan School of Management at M.I.T. (Ph.D.). 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.
Andrew (Andy) Binns
Andy works with CEOs, boards, and senior teams as they lead significant business change. He is a co-founder of Change Logic and manages the firm on behalf of the partnership. Andy has twenty-five years of consulting experience as both an external and internal consultant for McKinsey & Co., the IBM Corporation, and Change Logic. At IBM, Andy was deeply involved in the ‘Emerging Business Opportunity’ program, for which he received an award from IBM’s Vice-Chairman.
Andy primarily advises senior teams at technology and media firms. He has worked extensively with these firms to make and execute strategic choices to support business growth. He acts as a facilitator, provocateur, and strategic advisor to senior leaders as they setup and operate teams to explore new business opportunities. He advises on a range of issues such as strategy, business model development, and organizational design. He is known for his candid, challenging approach, which helps leaders address some of the hidden barriers to strategy execution.
Andy is a frequent guest speaker and lecturer at companies and business schools and an award-winning business author. His article, ‘Three Disciplines of Innovation,’ co-authored with Professor Charles O’Reilly, was named Best Article in the California Management Review for 2020. His other articles include ‘Ambidextrous CEO‘ in the Harvard Business Review, the ‘Art of Strategic Renewal‘ in the MIT Sloan Management Review and a book chapter on ‘Getting Started with Ambidexterity.‘ He is an Executive Fellow at the Center for Future Organization at the Drucker School of Management and a member of the Fast Company Executive Board.
Andy attended the University of Sussex, New York University, and the Quinlan Business School at Loyola University Chicago. He holds degrees in political science, marketing, and organizational development.