LCOR in Action: Case Studies of Leading Change

Michael Tushman

Roughly 10,000 executives have attended the ‘Leading Change and Organizational Renewal ‘ (LCOR) program at HBS and Stanford over the past 25 years. Each participant brings a different challenge to solve: “I want to make my company more responsive to change”; “we need to accelerate execution of our strategy”; and, “our growth efforts are start, stop, with new ventures struggling to succeed.” They leave LCOR with a new way of looking at these challenges and a methodology they can replicate to overcome them.

What my co-leader at LCOR, Professor Charles O’Reilly, and I are learning is that the story doesn’t end there. Many of our LCOR participants take the opportunity to use this approach and design new ways for leading change within their corporations. I wanted to showcase a few of these approaches. I can’t share all of the company names, as some of the information is confidential.

LCOR in…

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