AMBIDEXTROUS ORGANIZATION
Компании, объединяющие качества корпораций: производительность, дисциплину, регламентацию, отлаженность и операционную эффективность бизнес-процессов и качества стартапов: инновационность, скорость, гибкость, чувствительность к запросам клиентов и рынков.
Company which is simultaneously capable of efficiency (exploiting existing capabilities) and innovativeness (exploring new opportunities and building up new capabilities).
Company which is simultaneously capable of efficiency (exploiting existing capabilities) and innovativeness (exploring new opportunities and building up new capabilities).
‘Ambidextrous Organization’ describes corporations that can effectively exploit existing businesses and explore new businesses simultaneously
One of the most important lessons is that ambidextrous organizations need ambidextrous senior teams and managers – executives who have the ability to understand and be sensitive to the needs of very different kinds of businesses.
Each successful ambidextrous organization utilizes the same architectural principles: first, they have small units (namely autonomous groups) within the organization; second, they give employees a stake in the ownership of and responsibility for their business; third, they use the resources of the parent company in order to benefit from the size and leverage associated with economies of scale; fourth, they facilitate operations, make decisions quickly, and are more likely to accept the risk associated with wrong decisions; and fifth, they engage ambidextrous managers who are able to handle the contradictions inherent in ambidextrous structures.
One of the most important lessons is that ambidextrous organizations need ambidextrous senior teams and managers – executives who have the ability to understand and be sensitive to the needs of very different kinds of businesses.
Each successful ambidextrous organization utilizes the same architectural principles: first, they have small units (namely autonomous groups) within the organization; second, they give employees a stake in the ownership of and responsibility for their business; third, they use the resources of the parent company in order to benefit from the size and leverage associated with economies of scale; fourth, they facilitate operations, make decisions quickly, and are more likely to accept the risk associated with wrong decisions; and fifth, they engage ambidextrous managers who are able to handle the contradictions inherent in ambidextrous structures.
