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- April 2022
- Supplement
Mastercard Labs (B)
When Ajaypal (Ajay) Banga became the CEO of Mastercard in 2010, digital technologies were on the rise, and innovation needed to become a strategic imperative at the company. Banga tasked Garry Lyons, who had joined Mastercard through the 2009 acquisition of Orbiscom,... View Details
Keywords: Organizational Behavior; Culture; Transformation; Organizational Culture; Culture Change; Organizational Adaptation; Organizational Effectiveness; Alignment; Leadership; Leadership Development; Innovation; Innovation Ecosystems; Diversity; Collaboration; Co-creation; Learning Organizations; Empowerment; Ecosystem; Agility; Prototype; Experiment; Partnerships; Operating Model; Risk Management; Digital Transformation; Metrics; Payments; Financial Industry; Financial Inclusion; Ambidexterity; Corporate Innovation; Innovation Lab; Accelerator; Start-up; Fintech
Hill, Linda A., Sunil Gupta, Emily Tedards, and Julia Kelley. "Mastercard Labs (B)." Harvard Business School Supplement 422-081, April 2022.
- April 2022 (Revised May 2022)
- Case
Mastercard Labs (A)
When Ajaypal (Ajay) Banga became the CEO of Mastercard in 2010, he shifted the company’s competitive focus from card networks to cash itself. Mastercard’s new vision of a “World Beyond Cash” distilled into a three-pronged framework: Grow the core business, Diversify... View Details
Keywords: Organizational Behavior; Culture; Culture Change; Organizational Adaptation; Organizational Effectiveness; Alignment; Leadership; Leadership Development; Innovation; Innovation Ecosystems; Ecosystem; Diversity; Collaboration; Co-creation; Learning Organizations; Empowerment; Globalization; Agility; Prototype; Experiment; Partnerships; Operating Model; Risk Management; Metrics; Payments; Financial Inclusion; Financial Industry; Ambidexterity; Corporate Innovation; Innovation Lab; Digital Transformation; Digital Strategy; Credit Cards; Innovation Leadership; Organizational Culture
Hill, Linda A., Sunil Gupta, Emily Tedards, and Julia Kelley. "Mastercard Labs (A)." Harvard Business School Case 422-080, April 2022. (Revised May 2022.)
- April 2022 (Revised May 2022)
- Case
Mastercard Labs (A) (Abridged)
When Ajaypal (Ajay) Banga became the CEO of Mastercard in 2010, he shifted the company’s competitive focus from card networks to cash itself. Mastercard’s new vision of a “World Beyond Cash” distilled into a three-pronged framework: Grow the core business, Diversify... View Details
Keywords: Organizational Behavior; Culture; Organizational Culture; Culture Change; Organizational Adaptation; Organizational Effectiveness; Alignment; Leadership; Leadership Development; Innovation; Innovation Ecosystems; Diversity; Collaboration; Co-creation; Learning Organizations; Empowerment; Ecosystem; Agility; Prototype; Experiment; Partnerships; Operating Model; Risk Management; Metrics; Payments; Financial Inclusion; Financial Industry; Ambidexterity; Corporate Innovation; Innovation Lab; Accelerator; Start-up; Intrapreneurship; Competitive Strategy; Business Model; Technological Innovation; Growth and Development Strategy; Digital Transformation
Hill, Linda A., Sunil Gupta, Emily Tedards, and Julia Kelley. "Mastercard Labs (A) (Abridged)." Harvard Business School Case 422-082, April 2022. (Revised May 2022.)
- June 2021
- Case
Akira Fukabori and Kevin Kajitani at avatarin (A)
By: Linda A. Hill and Emily Tedards
In 2016, Akira Fukabori and Kevin Kajitani, aeronautical engineers at All Nippon Airways Co., Ltd., began to wonder why, in a world of accelerating globalization and digital connectivity, those who lived in far-remote villages or impoverished urban areas could not... View Details
Keywords: Agility; Ecosystem; Innovation Ecosystems; Crowdsourcing; Open Innovation; Partnership; Government; Collaboration; Co-creation; Purpose; Impact; Social Impact; Movement; Organizational Behavior; Organizational Ambidexterity; Ambidexterity; Culture; Culture Change; Global Teams; Experimentation; Space; Airline Industry; Start-up; Platform Business; Platform Strategy; Platform; Digital; Robotics; Robots; Mobility; Strategy; COVID-19; Intrapreneurship; Public-private Partnership; XPRIZE; Space Industry; Avatar; Telepresence; Innovation Lab; Innovation and Invention; Technological Innovation; Partners and Partnerships; Collaborative Innovation and Invention; Alignment; Leadership; Leading Change; Diversity; Organizational Culture; Change Management; Entrepreneurship; Digital Platforms; Transportation Industry; Aerospace Industry; Japan
Hill, Linda A., and Emily Tedards. "Akira Fukabori and Kevin Kajitani at avatarin (A)." Harvard Business School Case 421-089, June 2021.
- June 2021
- Case
Akira Fukabori and Kevin Kajitani at avatarin (A) (Abridged)
By: Linda A. Hill and Emily Tedards
In 2016, Akira Fukabori and Kevin Kajitani, aeronautical engineers at All Nippon Airways Co., Ltd., began to wonder why, in a world of accelerating globalization and digital connectivity, those who lived in far-remote villages or impoverished urban areas could not... View Details
Keywords: Agility; Ecosystem; Innovation Ecosystems; Innovation; Crowdsourcing; XPRIZE; Open Innovation; Partnership; Government; Collaboration; Co-creation; Purpose; Impact; Social Impact; Movement; Organizational Behavior; Organizational Ambidexterity; Ambidexterity; Culture; Culture Change; Global Teams; Experimentation; Space; Space Industry; Airline Industry; Start-up; Platform Business; Platform Strategy; Platform; Digital; Robotics; Robots; Avatar; Telepresence; Innovation Lab; Mobility; COVID-19; Intrapreneurship; Public-private Partnership; Innovation and Invention; Technological Innovation; Partners and Partnerships; Collaborative Innovation and Invention; Alignment; Leadership; Leading Change; Diversity; Organizational Culture; Change Management; Strategy; Entrepreneurship; Digital Platforms; Transportation Industry; Aerospace Industry; Japan
Hill, Linda A., and Emily Tedards. "Akira Fukabori and Kevin Kajitani at avatarin (A) (Abridged)." Harvard Business School Case 421-085, June 2021.
- October 2020
- Technical Note
Organizational Reinvention
By: Ryan Raffaelli
This note is designed to introduce students to the fundamental concepts of leading innovation in established organizations. Reinvention is a process whereby organizations respond to changes in the environment that threaten their core business model, technologies,... View Details
Keywords: Innovation And Strategy; Leadership And Change Management; Organizational Ambidexterity; Exploration And Exploitation; Innovation and Management; Innovation Leadership; Leading Change; Technology Adoption; Change Management; Organizational Change and Adaptation
Raffaelli, Ryan. "Organizational Reinvention." Harvard Business School Technical Note 421-041, October 2020.
- June 2018
- Supplement
Tomer Zvulun and The Atlanta Opera at Crossroads
By: Michael L. Tushman and Kerry Herman
Keywords: Innovation; Explore/Exploit; Ambidexterity; Zvulun; Opera; Arts; Strategy; Talent; Talent Management; Non-profit; Leadership Transition; Leadership; Organizational Behavior
Tushman, Michael L., and Kerry Herman. "Tomer Zvulun and The Atlanta Opera at Crossroads." Harvard Business School Multimedia/Video Supplement 418-724, June 2018.
- January 2018
- Case
Tomer Zvulun and The Atlanta Opera: At Crossroads (A)
By: Michael L. Tushman and Kerry Herman
In 2017, Tomer Zvulun, the CEO and artistic director of The Atlanta Opera, was considering next steps. Zvulun had adapted quickly to the new, dual role of chief executive and artistic director, although there had been a steep learning curve. As he gained traction, the... View Details
Keywords: Innovation; Explore/Exploit; Ambidexterity; Zvulun; Opera; Strategy; Talent; Talent Management; Non-profit; Leadership Transition; Organizational Behavior; Leadership; Innovation and Invention; Talent and Talent Management; Arts; Strategic Planning; Fine Arts Industry
Tushman, Michael L., and Kerry Herman. "Tomer Zvulun and The Atlanta Opera: At Crossroads (A)." Harvard Business School Case 418-012, January 2018.
- November–December 2017
- Article
Innovation Streams and Executive Leadership
By: Michael Tushman
Incumbent firms face steep challenges in dealing with technological change and associated innovation streams. The firm's senior leadership team, and especially R&D leadership, plays a central role in shaping a firm's ability to both exploit existing capabilities and... View Details
Keywords: Ambidexterity; Exploit Vs. Explore; Dynamic Capabilities; Organizational Change and Adaptation; Technology Adoption; Innovation Leadership
Tushman, Michael. "Innovation Streams and Executive Leadership." Research-Technology Management 60, no. 6 (November–December 2017): 42–47.
- September–October 2016
- Article
Growing New Corporate Businesses: From Initiation to Graduation
By: Sebastian Raisch and Michael Tushman
Large companies initiate many new businesses, but few of them reach scale. The ambidexterity literature describes how companies create exploratory businesses, but says little about how they subsequently scale these businesses. The strategy literature uses real option... View Details
Keywords: Ambidexterity; Comparative Case Study; Corporate Venturing; Exploration; Organization Design; Real Option Theory; Organizational Design; Corporate Strategy; Corporate Entrepreneurship
Raisch, Sebastian, and Michael Tushman. "Growing New Corporate Businesses: From Initiation to Graduation." Organization Science 27, no. 5 (September–October 2016).
- November 2013
- Article
Organizational Ambidexterity: Past, Present and Future
By: Charles A. O'Reilly III and Michael Tushman
Organizational ambidexterity refers to the ability of an organization to both explore and exploit—to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies and markets where... View Details
Keywords: Organizational Ambidexterity; Organization Design; Innovation; Leadership; Organizational Design; Innovation and Invention
O'Reilly, Charles A., III, and Michael Tushman. "Organizational Ambidexterity: Past, Present and Future." Academy of Management Perspectives 27, no. 4 (November 2013): 324–338.
- Article
Organizational Ambidexterity in Action: How Managers Explore and Exploit
By: Charles A. O'Reilly III and Michael L. Tushman
Dynamic capabilities have been proposed as a useful way to understand how organizations are able to adapt to changes in technology and markets. Organizational ambidexterity, the ability of senior managers to seize opportunities through the orchestration and integration... View Details
Keywords: Decision Choices and Conditions; Management Practices and Processes; Resource Allocation; Organizational Change and Adaptation; Organizational Design; Opportunities
O'Reilly, Charles A., III, and Michael L. Tushman. "Organizational Ambidexterity in Action: How Managers Explore and Exploit." California Management Review 53, no. 4 (Summer 2011): 5–21.
- 2010
- Article
M@n@gement in Times of Economic Crisis: Insights Into Organizational Ambidexterity
By: Achim Schmitt, Gilbert Probst and Michael Tushman
Schmitt, Achim, Gilbert Probst, and Michael Tushman. "M@n@gement in Times of Economic Crisis: Insights Into Organizational Ambidexterity." M@n@gement 13, no. 3 (2010): 128–150.
- July – August 2009
- Article
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance
By: Sebastian Raisch, Julian Birkinshaw, Gilbert Probst and Michael Tushman
Organizational ambidexterity has emerged as a new research paradigm in organization theory, yet several issues that are fundamental to this debate remain controversial. We explore four central tensions here: Should organizations achieve ambidexterity through... View Details
Keywords: Change; Innovation and Invention; Business Processes; Organizational Change and Adaptation; Organizational Design; Organizational Structure; Research; Integration
Raisch, Sebastian, Julian Birkinshaw, Gilbert Probst, and Michael Tushman. "Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance." Organization Science 20, no. 4 (July–August 2009): 685–695.
- April 2009
- Journal Article
Perspectives on the Productivity Dilemma
By: Paul S. Adler, Mary Benner, David James Brunner, John Paul MacDuffie, Emi Osono, Bradley R. Staats, Hirotaka Takeuchi, Michael Tushman and Sidney G. Winter
For more than a century, operations researchers have recognized that organizations can increase efficiency by adhering strictly to proven process templates, thereby rendering operations more stable and predictable. For several decades, researchers have also recognized... View Details
Keywords: Learning; Innovation and Invention; Knowledge Use and Leverage; Operations; Business Processes; Organizational Change and Adaptation; Performance Efficiency; Performance Improvement; Performance Productivity; Adaptation
Adler, Paul S., Mary Benner, David James Brunner, John Paul MacDuffie, Emi Osono, Bradley R. Staats, Hirotaka Takeuchi, Michael Tushman, and Sidney G. Winter. "Perspectives on the Productivity Dilemma." Journal of Operations Management 27, no. 2 (April 2009): 99–113.
- 2008
- Article
Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma
By: Charles O'Reilly and Michael Tushman
How do organizations survive in the face of change? Underlying this question is a rich debate about whether organizations can adapt—and if so, how. One perspective, organizational ecology, presents evidence suggesting that most organizations are largely inert and... View Details
Keywords: Change Management; Competency and Skills; Innovation and Management; Organizational Change and Adaptation; Organizational Design; Performance Efficiency; Competitive Advantage
O'Reilly, Charles, and Michael Tushman. "Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma." Research in Organizational Behavior 28 (2008): 185–206.