Corporate Explorer

ANDREW BINNS is Co-Founder of Change Logic, a Boston-based strategic advisory firm. He works with CEOs, boards, and senior teams leading transformational business changes. He is a sought-after speaker and lecturer at companies and business schools.CHARLES O’REILLY is the Frank E. Buck Professor of Management at Stanford Graduate School of Business and a Co-Founder of Change Logic. He is Co-Director of Leading Change and Organizational Renewal. MICHAEL TUSHMAN is a 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. He is also Co-Founder of Change Logic.

• Preface and Acknowledgments ixSection I Explore Aspiration 1Chapter 1 Innovation Advantage 3Beating the Odds 5Strategic Ambition 7Innovation Disciplines 10Ambidextrous Organization 14Explore Leadership 15Explorer, Not Entrepreneur 17Chapter Summary 19Chapter 2 Corporate Explorers in Action 21Explorer’s Insight 22Purpose Driven 23Investor Support 27Manage Uncertainty 30Chapter Summary 34Chapter 3 Strategic Ambition 35Emotion, Logic, Aspiration 36License to Explore 39Social Movement 42Hunting Zones 44Manifesto 48Chapter Summary 50Section II Innovation Disciplines 51Chapter 4 Ideation: Generating Ideas for New Ventures 53Idea Addiction 56Solution Trap 58Customer Discovery 60High-Value Customer Problems 64Idea Generation 67Chapter Summary 69Chapter 5 Incubate: How Corporate Explorers Learn Through Experimentation 71Business Experiments 73What Needs to Be True? (Hypothesis) 75Run Experiments (Test) 78Make Sense of Your Results (Learn) 81Run a New Experiment (Iterate) 84Follow the Evidence (Decide) 85Chapter Summary 86Chapter 6 Scale: Assembling the Assets to Build a New Venture 89Combining Assets 92Customers, Capabilities, Capacity 95Scaling Paths 98Trigger Points 102Chapter Summary 104Section III Ambidextrous Organization 107Chapter 7 Explore Organization 109Structure Options 111Focused 113Bottom Up 115Top Down 118Structure Decision 121Chapter Summary 124Chapter 8 Explore Business System 127Team Design 129Sales Team Integration 132Corporate Functions 133Resource Allocation 135Feedforward Management System 137Executive Attention 140Chapter Summary 143Chapter 9 Risk and Reward for the Corporate Explorer 145Motivation Puzzle 145Venture Model 147Shadow Stock 148Long- Term Incentives 150Personal Risk 151Corporate Explorers Motivation 153Chapter Summary 154Section IV Explore Leadership 155Chapter 10 Silent Killers of Exploration 157Core Business System 159Preserve Professional Identity 161Avoid Risk 163Optimize for Short Term 166Maximize Comfort 169Change Leader 171Chapter Summary 172Chapter 11 The Double Helix: How Corporate Explorers Lead Innovation and Change 175Future Organization 177Storytellers 180Social Network Leader 183Insider or Outsider 188Reputation Manager 191Chapter Summary 193Chapter 12 Readiness to Act: Leadership and Scaling a New Venture 195Competing Commitments 197Both/And Leadership 199Productive Tension 202The Mirror 204Courage 207Passion 209Chapter Summary 210Appendix: Corporate Explorer Framework 213List of Figures and Tables 215Notes 217About the Authors 225Index 231