The Ambidextrous Organization

How can businesses balance the demands of both exploiting and exploring? Companies and their leaders have to use both hands: on the one hand making next quarter's targets through existing business, whilst simultaneously exploring new opportunities. This is the first book to explain how to use this approach to encourage innovation.

'Jens does a masterful job of defining the 'ambidextrous organization' that can manage the paradoxes of individual competencies and organization capabilities, managing culture as a shared mind-set and personal behavior, and leadership as personal abilities and organization capabilities. This book offers ideas with impact and can be useful in defining organizations as bundles of capabilities more than structure.'

-Dave Ulrich, Rensis Likert Professor of Business, University of Michigan; Partner, The RBL Group

"Many company leaders want innovation and profitable growth without changing the way they've operated for years. Other leaders want to rapidly explore new business opportunities without nurturing established practices that ensure financial and operating stability. Jens Maier helps us see in this insightful and accessible book how to do both in order to lead effectively."

-Jeff Semenchuk, Chief Innovation Officer, Hyatt Hotels Corporation

'Jens Maier's erudite and entertaining book explains how companies and individuals can use 'both hands' to exploit existing competitive advantages and explore new ones. It is a commendable blueprint for tomorrow's corporate world.'

-Prof. Eric Cornuel, Director General and CEO, EFMD

'Executives around the world and across industries are challenged to make innovation decisions in an environment often characterized as 'digitization'. This book offers practical insights for executiveson how to frame the challenges and to develop solutions for both their organizations and their own leadership careers.'

-Zeger Degraeve, Dean, Melbourne Business School

Autorentext
Jens Maier is a teacher, consultant and entrepreneur. As a consultant he advises companies on setting up corporate universities and designing programmes to align leadership development with corporate development. As an entrepreneur he founded Convergence Engineers as a focal point for exploring new opportunities in the area of 'healthy ageing' for companies from pharmaceuticals, IT, food, fitness, beauty and financial services, geographically linking Europe, US and Asia. As a Lecturer at the University of St. Gallen and as Fellow at London Business Schools Centre for Management Development he teaches leadership, innovation and corporate development where he works primarily with corporate clients. His previous corporate appointments include: Daimler Benz Aerospace: Head of Management Development and Vice President Governmental Affairs Zurich Financial Services: Head of Capability Development. He has also worked as Lecturer in Marketing & Strategic Management, Warwick Business School, Visiting Scholar, University of Southern California and Assistant Professor of Marketing, London Business School, London. Jens received his doctorate from the University of Warwick and Master Degrees in Business Administration from the University of Bradford and in Industrial Engineering from Hamburg University.

Inhalt
Introduction - The Case for Ambidextrous Organizations and Leaders Part I: Challenges - Introduction to Part I - Strategic Challenges - Leadership Challenges - Process Challenges - Mindset Challenges - Summary Part I Part II: Solutions - Introduction to Part II - Solution: Corporate Universities - Solution: Scouting - Solution: Convergence Engineering - Solution: De-risking - Summary Part II Conclusion the way forward