Embrace Ambidextry
Ambidexterity simultaneously pursues exploration and exploitation in order to be successful in the short and long term.
Organizational ambidexterity is one of the most important characteristics of high-performing companies and helps them to survive in dynamic markets.
Companies that work in organizational ambidexterity seek a balance between value creation and the exploration of new potential. There are two variants in the concrete implementation in everyday life.
- Contextual ambidexterity: different organizational factors (e.g. leadership, values, norms, etc.) are applied dynamically, i.e. depending on the task at hand. An example of contextual ambidexterity was Google’s 80/20 rule, which stated that Google employees should spend 20% of their working time on innovative topics that have nothing to do with day-to-day business.
- Structural ambidexterity: exploitation and exploration are implemented in the company with the help of dual structures. To this end, differentiated organizational units are created, each dealing with replication (exploitation) and innovation (exploration). This is the ideal application model for the three horizons concept.
Many agile and new work practices provide an important approach and contribute to the promotion of ambidextrous structures. They help to avoid the challenges of a classic organizational structure.
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