To reinvent a digital organization, it’s important to practice open leadership and build an ambidextrous organization with both strong listening and telling ability for improving its agility and maturity.
"Digital Master” is a series of guidebooks (28 + books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.”
It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Ambidexterity” quotes in “Digital Master.”
2 To reinvent a digital organization, it’s important to practice open leadership and build an ambidextrous organization with both strong listening and telling ability for improving its agility and maturity.
3 An ambidextrous organization can strike the right balance of improving efficiency and harnessing innovation by separating the exploitation of the existing methods and technologies from the exploration of the new radical or potentially disruptive innovation.
4 The versatile digital leaders with ambidexterity are in demand to drive changes and catalyze innovation seamlessly.
5 It’s critical to manage both businesses' balancing cycle and growth cycle well seamlessly by taking a holistic management approach and focusing on the long-term and transformative business management disciplines in order to develop an ambidextrous organization.
6 From the business management perspective, simplicity and complexity; listening and telling, innovation and standardization; performance and potential, etc. are all invaluable pairs of duel forces for running a high-performance and ambidextrous organization by developing/delivering the hybrid digital solutions and practicing holistic management disciplines continually.
7 Innovation ambidexterity could also mean that the organization can manage a healthy innovation portfolio with the right mix of incremental innovations and breakthrough innovations. From a team management perspective, the businesses with innovation ambidexterity may separate teams focused on disruptive idea-generation from teams that focus on implementing and sustaining innovation.
8 Innovation explorers develop unconventional and disruptive solutions, then, when ideas were fully developed and a prototype built, other people – innovation builders or operation gurus - took over and worked on serial production and sustaining innovation to make products or services more reliable, easier to make, and cheaper. All those processes in combination favorably affected the outcome= true ambidexterity.
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