“Hostility to contradictions is deeply rooted,” Wendy Smith, Marianne Lewis and Michael Tushman acknowledge in their recent article for Harvard Business Review. However, they argue leaders must learn to embrace contradiction in a business climate that rewards innovation and agility over stability and “status quo.” The authors propose a new business model, which they deem “dynamic equilibrium,” to describe the positioning that will best prepare leaders for a rapidly changing and paradoxical business world.
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Image Credit: “Disagree” by Hernán Piñera (CC BY-SA 2.0)
