JULY 24, 2019
Webcast (FREE for Members)
The concept of the “ambidexterity” has been long considered an important area of strategic management practice. Defined as the exploitation of core competencies with the need to build for innovative potential (March, 1991), “ambidexterity” has typically been studied and related to highly successful organizations such as Google, Amazon, and 3M - and also to the demise of former mavericks including Sears, Blockbuster, and Kodak. At its core, ambidexterity exposes whether companies are capable of engaging in greater compliance and controls with the need for greater risk and resourcefulness to achieve greater organization performance.
Although considered an important topic, ambidexterity has been mostly examined and taught as a function of top management teams and how companies allocate their resources such as developing “proven” methodologies to increase operational excellence and quality controls while focusing on innovations in R&D functions. At the core, ambidexterity development resides in how we identify, bring-in and measure talent on their exploitation and innovation potential – not just as tied to specific job functions but in day-to-day work and approaches.
Now more than ever – companies need greater transparency as to how they can build for ambidexterity into their organizations. With increased demands to become agile and flexible while maintaining quality and controls, how can companies achieve both hands of success?
-Review of ambidexterity.
-Sample cases of why ambidexterity is important, but also where ambidexterity can be built into recruitment and sourcing processes through better measures of exploitation and exploration potential.
-How ambidexterity practices may look different in highly regulated versus innovative industry settings.
Nicole C. Jackson, PhD, is an assistant professor in the Department of Management at Menlo College. Her research and practitioner work examines the issue of organizational and leadership ambidexterity, the need to balance exploitation of competencies with the need for innovation, in for-profit and in public administrative settings. Her recent work examines this issue in the context of organizational change, leadership, and specific to the redesign of human resource management practices and as a form of individual and organizational learning. She has taught extensively on this topic in relation to HR practice at previous institutions including at U.C. Berkeley Extensions’ HR Certificate Program and at the University of Connecticut. She can be reached at email@example.com.