Why do organizations often stagnate, and how can leaders help them adapt to change? The authors, Harvard Business School professor Michael Tushman and Stanford Graduate School of Business professor Charles O'Reilly, have been studying this problem for 30 years and sharing their research results. The book outlines the concept of universal organizations - companies that are able to do two incompatible things at the same time. By successfully managing existing businesses and trying new activities, they are able to compete equally effectively in both mature and emerging markets. As examples, the authors cite the experience of IBM, Novartis, Amazon, Fujifilm and many others.