Theory paper developing a "multilevel model" for ambidexterity based on a (valuable) review of the concepts in contemporaneous literature. Reviews definitions of ambidexterity from 20 previous papers.
Eight research-based "propositions" relating variables to ambidexterity and ambidexterity to performance. Including how highly-connected the unit is in its network, the diversity of its network, behavioural context (Gibson & Birkinshaw, 2004), top management team (Smith & Tushman, 2005; Lubatkin et al, 2006), dynamism (Eisenhardt & Bourgeois, 1988) and environmental dynamism (Jansen et al, 2005, 2006), complexity and environmental complexity.
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The Shu Ha Ri Agile learning metaphor Agile learning is crucial to agile transformation. And, nobody tells the Shu Ha Ri learning metaphor better than Alistair Cockburn as I discovered listening to his Sushi-slicing version whilst in France last year. As I was in France, I was inspired to write a Chef version of Shu […]
There is a workplace evolution underway, lots of people are signalling it. Dan Pink came-up with the label ‘Motivation 3.0’ in Drive; Jurgen Appelo followed suit with ‘Management 3.0’; and many of us speak of a move towards a Lean or Agile enterprise. Earlier this year, Frederic Laloux published Reinventing Organisations in which he not […]
Every organisation has a particular set of problems created by the thinking system employed by its managers.Humble leaders seek ways to improve themselves and their management teams. By opening themselves to learning and self-discovery, they see the flaws in their systems. This brings understanding, which makes what needs to change quite obvious.This is the normal […]
