Summary: Building Ambidexterity Into An Organization

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• 2 Two Forms of Abidexterity

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• What is structural ambidexterity?

  Create seperate sturctures for different types of activities

• What is contextual ambidexterity?

  
  Individual employees make choices between alignment-oriented and adaptation-oriented activities in the context of their day-to-day work.

• What are the 4 ambidextrous behaviors in individuals?

  • Ambidextrous individuals take the initiative and are alert to opportunities beyond the confines of their own jobs.
    
  • Ambidextrous individuals are cooperative and seek out opportunities to combine their efforts with others.
    
  • Ambidextrous individuals are brokers, always looking to build internal linkages
    
  • Ambidextrous individuals are multitaskers who are comfortable wearing more than one hat. 
    

• What are the 3 commonalities between the 4 ambidextrous behaviors?

  
  

  • Acting outside the narrow confines of one’s job and taking actions in the broader interests of the organization
    
  • Individuals who are sufficiently motivated and informed to act spontaneously, without seeking permission or support from their superiors
    
  • They encourage action that involves adaptation to new opportunities but is clearly aligned with the overall strategy of the business 
    

• How can contextual ambidexterity be defined at the organizational level?

  
  

  • Collective orientation of the employees toward the simultaneous pursuit of alignment and adaptability
    
  • Manifested in the behaviours individuals and in the unwritten routines that develop in organizations
    

• 3 Building Contextual Ambidexterity

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• Which 4 sets of attributes interact to define an organization's context?

  1. Stretch
  2. Discipline
  3. Support
  4. Trust

• Which 2 dimensions of organizational context are created by these 4 attributes?

  1. Performance management
  2. Social support

• Whereby is performance management concerned?

  With stimulating people to deliver high-quality results and making them accountable for their actions

• Whereby is social support concerned?

  With providing people with the security and latitude they need to perform.

• 4 Creating a High-Performance Organizational Context

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• What are the 3 critical points in building ambidexterity?

  1. There is no single pathway to ambidexterity.
  2. There is no single leadership model for an ambidextrous organization.
  3. Companies have a clear and simple set of priorities. Goal setting, individual performance appraisal and risk management, capital allocation, recruiting and vision are important, but even more important is the consistency with which they are applied and the number of employees they affect.