Group 9

Presents

BUILDING AMBIDEXTERITY INTO AN

ORGANIZATION
Digvijay | Dhvani | Pankaj | Kanishk |
Rahul | Srini | Vikas

Agenda
What is Ambidexterity?
Description of its forms
Ambidexterous behaviours and commonalities
Attributes and transformational stages with
various examples
Four types of organisational contexts
Diagnosing organisational scales
Ways to reach Ambidexterity
Recommendations

Ambidexterity
Organisational Ambidexterity is made

up of

dimensions

Ada
pta
ty
bili

g
i
l
A
t

n
e
nm

Ambidexterity

Adaptabili
ty

In the pursuit of new knowledge and opportunities.

You venture into the unknown.
You search for new ideas and possibilities.
You learn and experiment.
You adapt quickly to change.
You are proactive, innovative, and keen to avoid complacency.
Critical conversations are encouraged

Alignmen
t

Your activities are aligned and efficient.

You are extremely effective at managing todays business demands.
You use, extend and refine your existing knowledge.
Existing products, capabilities and competences are exploited.
Existing advantages are continuously reinforced.
Improvement and incremental innovation build upon and enhance
value for today.

Benefits of Ambidextrous
Businesses
Ability to outpace
others
Long-term
success
More new
products
introductions
Reduced Risks

Profitable
growth
More satisfied
customers
Ongoing
strategical
renewal

Increased Enhanced
CompetitiveSustainability
Advantage

Improved
Performance

Structural Ambidexterity Vs.

Contextual Ambidexterity

Four Ambidextrous Behaviours in Individuals

1. Take Initiatives &
Are alert to
opportunities
beyond confines of
Job

3. Brokers that
endeavor to build
Internal Linkages

2. Cooperative &
Collaborative

4. Multitaskers

Commonalities in Behavior
1. Act Outside narrow confines
considering interests of
Organization
2. Motivated and informed
individuals who act
spontaneously
3. Encourage actions that
involve adaptation to new
opportunities but is aligned
with the overall strategy

Organizational Context
Organizational context determines level of
individuals ambidexterity
Collective orientation towards pursuit of alignment
& adaptability
Manifested in behaviors and unwritten routines
Analogous to Market Orientation Collective
organizational orientation towards market

Organisational context Matrix

Four Attributes: Stretch, Discipline, Support and Trust
Performance
Management:
Stimulating people to
deliver high quality
results and making them
Social Support:
accountable
Concerned with providing
people with security and
latitude they need to
perform
Three criticalities:
1. There is no single
pathway to
ambidexterity
2. There is no single
leadership model for
ambidexterity

Renault: Radical Transformation

One of the most profitable Auto Companies
Seven Strategic Goals: Strategic Planning &
Budgeting; Bonuses & Stock Options
Communication: Doggedly Consistent
Small Adaptation to strategy without losing
Alignment
Informal style of management and Self
Critical Approach

Diagnosing organisational
context

Recommendations
For success of any organisation, it needs to
focus on ambidexterity which would depend
on the
nce

Bala

Adaptabili
ty

Alignmen
t

And how fastly it is able to .

Switch

Between these two!

Recommendations
Being able to do so will make an
organisation result in

d
e
uc l
d
Re rna
e
In t k
Ris

d
e
s
a
e
r
l
c
a
i
In n c
n
a
a
n
Fi form
r
e
P

d
e
s
y
a
t
i
e
l
i
r ab
c
n
I
t
p
a
d
A
ce
n
a
d
n
m
a for
r
e
p
ce

Recommendations

Driving
Switchin
g
Balancin
g

Create a high
performance context
Building a shared
culture
Empowering
individuals
Balancing trade-offs
Giving importance to
both the dimensions
Managing contrary
forces
Finding Win-Win
Solutions

Thank You