The ambidextrous CEO.
Abstract
Although most managers publicly acknowledge the need to explore new businesses and markets, the claims of established businesses on company resources almost always come first, especially when times are hard. When top teams allow the tension between core and speculative units to play out at lower levels of management, innovation loses out. At best, leaders of core business units dismiss innovation initiatives as irrelevancies. At worst, they see...
Paper Details
Title
The ambidextrous CEO.
Published Date
Jun 1, 2011
Journal
Volume
89
Issue
6
Pages
74 - 80, 136
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Notes
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