LEAD.300.C1 Management and Leadership

Wk 5 Discussion Forum: Trends in Leadership

There are currently four perspectives on ambidexterity (structural, contextual, temporal, and as a form of leadership). The article on the ambidextrous organization confronts the oldest issue of this problem: How to exploit core competencies and also explore for innovation as a form of structure. A traditional way of looking at this problem is to allocate exploitation to operations and exploration to R&D.

Recent developments though point out that the "structural ambidexterity" needs to be built throughout a company via company culture. For example, you might have a start-up or smaller firm that may need to embed both more quickly. (See Birkenshaw & Gibson)

In today's economy, though, many companies may need to shift between exploitation and exploration at different points in life cycles and as a dynamic capability. For example, a company in a start-up phase may emphasize an exploratory focus but then may need to turn and reach a point of exploitation focus during its maturity phase. Yet to renew its capacity and potentially to maintain both as vital functions for quality/efficiency with an innovation, a company and its HR practice must translate ambidexterity into its leadership function (see the "Ambidextrous CEO") and leadership succession planning practices.

Given this perspective, and for this week's forum discussion, as a leader, how might you deal with these levels of ambidexterity? Think of Amazon. Think of Leslie Brinkman. Think of your own organization. What implications might they have on the culture of the organization?

Why is it ambidexterity neccesary given current rates of disruption and digital transformation?

. For example, a company in a start-up phase may emphasize an exploratory focus but then may need to turn and reach a point of exploitation focus during its maturity phase. Yet to renew its capacity and potentially to maintain both as vital functions for quality/efficiency with an innovation, a company and its HR practice must translate ambidexterity into its leadership function (see the "Ambidextrous CEO" and "Ambidexterity as a Dynamic Capability") and leadership succession planning practices.

Given this perspective, and for this week's forum discussion, as a leader, how might you deal with these levels of ambidexterity? Think of Amazon. Think of Leslie Brinkman. Think of your own organization. What implications might they have on the culture of the organization?

Why is ambidexterity necessary given the current rates of disruption and digital transformation?

TO DO:

You need to respond to your classmate's post in the above questions

Example: ( Hi Mark, thanks for sharing! I think your input is that great organizations need to have ambidexterity to stay innovative and adapt to fast-changing markets. In your previous company as a leader, what opportunities do you see for ambidexterity? Thanks for sharing your input.)

Classmates post #1

Ambidexterity refers to the ability of an organization to simultaneously explore new opportunities and exploit existing capabilities. It involves balancing exploration, which involves experimenting with new ideas, technologies, and business models, and exploitation, which involves optimizing and leveraging current resources and processes. Given the current rates of disruption and digital transformation, ambidexterity has become increasingly necessary for organizations to thrive. Ambidexterity can affect multiple facets of business operations such as adaptation to change, innovation and competitive advantage, risk mitigation, customer-centricity, and talent attraction. Overall, given the current rates of disruption and digital transformation, ambidexterity is necessary for organizations to remain competitive, navigate uncertainties, seize new opportunities, and deliver value to customers. By combining exploration and exploitation, organizations can thrive in a rapidly changing business landscape.

Your Respond:

Classmates post #2

When thinking about why ambidexterity is necessary when given current rates of disruption and digital transformation as a leader I would deal with these levels of ambidexterity with the needs of however the company may need to change. For example, when thinking about my previous company Target, I felt that they adapted to ambidexterity very well given, post COVID-19. When COVID happened Target, implemented ambidexterity, because Target was considered one of the few essential businesses, they had to adapt to the new change and challenges of distribution and the function of leadership. With the fast change in leadership, they had to stay mindful of employees' health and safety as they were putting their own life at risk every day, as COVID-19 was new and scary to everyone. Then after post-COVID Target's level of ambidexterity had to adapt to consumer demand. As stores started to ban wearing masks, the consumer demand changed dramatically, customers wanted to spend more. When I joined Target, the culture was very inclusive and communication within the teams was constant. As a leader I would always want to strive for innovation I think it's important to stay aware of the constant changes in the economy and build strong relationships in teams and keep the constant practices of the importance of how leaders and managers set the foundation for culture in a business.

Your Respond:

Classmates post #3

Disruption and digital transformation need ambidexterity for leaders and companies. Leaders can balance exploration and exploitation to manage ambidexterity. This may need distinct teams or merging both functions into one team with defined roles and responsibilities. Innovation, empowerment, ambidextrous leadership, adaptability, and teamwork are also important. These techniques encourage risk-taking, learning from failure, agility, and connecting values with innovation and operational excellence, which affects the organization's culture. Organizations need ambidexterity to survive disruption and digital transformation. It helps them adapt to fast-changing market conditions, stay competitive against new companies and business models, innovate, and survive. Organizations may manage the complicated business landscape by balancing new possibilities with fundamental skills. Ambidexterity helps companies adapt to changing technology, market trends, and preserve efficiency. In today's dynamic and disruptive business climate, it helps leaders and organizations grasp opportunities, overcome problems, and expand sustainably.

Your Respond:

Classmates post #4

***Initial Post*** Ambidexterity is necessary given the current rates of disruption and digital transformation for several reasons: 1. Innovation and Competitive Advantage: Ambidexterity allows organizations to createEEE aAAAAA culture of innovation and continuously discover and churn out ideas and solutions. It allows companies to develop and leverage disruptive technologies, which allow them to stay ahead of competitors, and maintain a competitive advantage in the market. Competitive advantage in the market is key in this economy given people only prioritizing either necessary products or the best option. 2. Talent Attraction & retention: Ambidexterity in a company attracts top talent. In a disruptive economy, talents are seeking for organizations that offer opportunities for growth, learning, and innovation in addition to stability. A culture that supports ambidexterity signals to talents that the company is not only dynamic and forward-thinking but also innovative and therefore likely to be a dominant player in their industry.

Your Respond: