Post by account_disabled on Mar 11, 2024 6:43:35 GMT
Organizations should constantly look back, addressing the products and processes of the past, but also look forward, preparing for the innovations of the future. How is this balance managed? Let's delve deeper into the meaning of ambidextrous organization. Alessio Pomaro Alessio Pomaro Nov 2, 2021 •10 min read The ambidextrous organization The ambidextrous organization What is ambidextrous organization? Ambidextrous organization refers to the ability to be efficient in managing today's business and simultaneously adaptable to meet the changing needs of tomorrow. Just as being ambidextrous means being able to use both your left and right hands equally, in management it translates into using both exploration and optimization techniques to be successful.
Way back in 2004, Harvard Business Review published a very interesting India Mobile Number Data article entitled " The Ambidextrous Organization ". Today, 17 years later, I find it among my search results while exploring insights into managing R&D processes in organizations , and I have to say that the concept it describes is still fascinating. With this post I propose it again in a mix of translation, synthesis, interpretation. The Roman god Janus had two faces: two eyes focused on what was happening behind, and two eyes on what was happening in front. Likewise, the management of organizations should constantly look back, dealing with the products and processes of the " past " ( i.e. the current core business ), but also look forward, preparing for the innovations that will define the future .
Janus, the two-faced Roman god Janus, the two-faced Roman god This search for balance can be one of the most difficult managerial challenges because it requires executives to explore new opportunities even as they work diligently to exploit existing potential. In fact, it is not surprising that few brands manage to put it into practice. Most successful companies are adept at refining their current offerings, but falter when it comes to radically new products and services. The Harvard Business Review article uses Kodak and Boeing ( this is 2004 ) as examples of once-dominant companies that have failed to adapt to market changes . Kodak excelled at analog photography, but was unable to make the leap into digital cameras.
Way back in 2004, Harvard Business Review published a very interesting India Mobile Number Data article entitled " The Ambidextrous Organization ". Today, 17 years later, I find it among my search results while exploring insights into managing R&D processes in organizations , and I have to say that the concept it describes is still fascinating. With this post I propose it again in a mix of translation, synthesis, interpretation. The Roman god Janus had two faces: two eyes focused on what was happening behind, and two eyes on what was happening in front. Likewise, the management of organizations should constantly look back, dealing with the products and processes of the " past " ( i.e. the current core business ), but also look forward, preparing for the innovations that will define the future .
Janus, the two-faced Roman god Janus, the two-faced Roman god This search for balance can be one of the most difficult managerial challenges because it requires executives to explore new opportunities even as they work diligently to exploit existing potential. In fact, it is not surprising that few brands manage to put it into practice. Most successful companies are adept at refining their current offerings, but falter when it comes to radically new products and services. The Harvard Business Review article uses Kodak and Boeing ( this is 2004 ) as examples of once-dominant companies that have failed to adapt to market changes . Kodak excelled at analog photography, but was unable to make the leap into digital cameras.