By Π’Π°ΡΠΌΠ΅Π½ ΠΠ°ΠΉΠΊΠ» , β¦
Π’Π°ΡΠΌΠ΅Π½ ΠΠ°ΠΉΠΊΠ», Π'Π ΡΠΉΠ»Π»ΠΈ III Π§Π°ΡΠ»ΡΠ·, 2022
Π ΡΠΊΠΎΠ²ΠΎΠ΄ΠΈΡΠ΅Π»ΡΠΌ ΠΏΡΠΈΡ ΠΎΠ΄ΠΈΡΡΡ Π±Π°Π»Π°Π½ΡΠΈΡΠΎΠ²Π°ΡΡ ΠΌΠ΅ΠΆΠ΄Ρ ΡΠ΅ΠΊΡΡΠΈΠΌΠΈ ΠΎΠΏΠ΅ΡΠ°ΡΠΈΠ²Π½ΡΠΌΠΈ Π·Π°Π΄Π°ΡΠ°ΠΌΠΈ ΠΈ Π΄ΠΎΠ»Π³ΠΎΡΡΠΎΡΠ½ΡΠΌΠΈ ΡΡΡΠ°ΡΠ΅Π³ΠΈΡΠ΅ΡΠΊΠΈΠΌΠΈ ΡΠ΅Π»ΡΠΌΠΈ, ΡΡΠΎΠ±Ρ ΠΈΠ·Π±Π΅ΠΆΠ°ΡΡ Π±ΡΠ΄ΡΡΠΈΡ Π½Π΅ΡΠ΄Π°Ρ, ΡΠΎΠΊΡΡΠΈΡΡΡΡΡ Π½Π° ΠΊΡΠ°ΡΠΊΠΎΡΡΠΎΡΠ½ΠΎΠΌ ΡΡΠΏΠ΅Ρ Π΅. ΠΠ° ΠΏΡΠΈΠΌΠ΅ΡΠ°Ρ ΠΈΠ·Π²Π΅ΡΡΠ½ΡΡ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΉ, ΡΠ°ΠΊΠΈΡ ΠΊΠ°ΠΊ Hewlett-Packard, Ericsson ΠΈ Xerox, ΠΠ°ΠΉΠΊΠ» Π’Π°ΡΠΌΠ΅Π½ ΠΈ Π§Π°ΡΠ»ΡΠ· Π'Π ΡΠΉΠ»Π»ΠΈ III Π΄Π΅ΠΌΠΎΠ½ΡΡΡΠΈΡΡΡΡ, ΠΊΠ°ΠΊ ΡΠΎΡ ΡΠ°Π½ΠΈΡΡ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠ½ΠΎΠ΅ ΠΏΡΠ΅ΠΈΠΌΡΡΠ΅ΡΡΠ²ΠΎ Π½Π° Π·ΡΠ΅Π»ΠΎΠΌ ΡΡΠ½ΠΊΠ΅. ΠΠ½ΠΈ ΠΏΠΎΠΊΠ°Π·ΡΠ²Π°ΡΡ, ΠΊΠ°ΠΊ ΠΏΠΎΠ΄Π΄Π΅ΡΠΆΠΈΠ²Π°ΡΡ ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΠΎΡΡΡ ΠΈ ΠΈΠ½Π½ΠΎΠ²Π°ΡΠΈΠΎΠ½Π½ΠΎΡΡΡ, Π° ΡΠ°ΠΊΠΆΠ΅ ΠΊΠ°ΠΊ ΡΠΎΠ·Π΄Π°ΡΡ ΡΡΠ΅Π΄Ρ Π΄Π»Ρ ΡΠ΅Π²ΠΎΠ»ΡΡΠΈΠΎΠ½Π½ΡΡ ΠΈΠ·ΠΌΠ΅Π½Π΅Π½ΠΈΠΉ, Π²ΡΠ²ΠΎΠ΄ΡΡΠΈΡ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΡ Π½Π° Π½ΠΎΠ²ΡΠΉ ΡΡΠΎΠ²Π΅Π½Ρ.
Michael Tushman, Charles O'Reilly III, 2022
Leaders must balance immediate operational needs with long-term strategic goals to avoid future pitfalls while focusing on short-term success. Using examples from globally recognized companies like Hewlett-Packard, Ericsson, and Xerox, Michael Tushman and Charles O'Reilly III illustrate how to maintain competitive advantage in mature markets. They explain how to foster both efficiency and innovation, and how to cultivate an environment conducive to revolutionary changes that elevate a company to a new level.