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Anitua Keynote December 4, 2014

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Anitua Keynote December 4, 2014

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Anitua Keynote December 4, 2014

  1. 1. Craig Rispin CSP #VTJOFTT'VUVSJTUBOE *OOPWBUJPOYQFSU XBSEXJOOJOH4QFBLFS .FOUPSVUIPS for ,OPX'JSTUt#F'JSTUt1SPGJU'JSTU
  2. 2. $SBJHT$MJFOUT*ODMVEF
  3. 3. “Craig we’ve seen more change in the last 3 years than in the last 30.”
  4. 4. Technology Changes Exponentially
  5. 5. Technology Changes Exponentially People Think Linearl y
  6. 6. People Life Sciences Work/Life Shif t Acceleration Business Technology
  7. 7. Education Re-Engineering People Life Sciences Global Mobility Work/Life Shif t Acceleration Digital Customers End of Retirement Business Technology Emerging Models Marketing Megatrend Outrageous Outsourcing Innovation Imperative Speed Size Big Data Deluge Cloud Computing Robots Rise Coworking Collaboration Massively Mobile Security Scare Youth Unemployed Internet of Things Transparency Trend
  8. 8. Education Re-Engineering People Life Sciences Global Mobility Work/Life Shif t Acceleration Digital Customers End of Retirement Business Technology Emerging Models Marketing Megatrend Outrageous Outsourcing Innovation Imperative Speed Size Big Data Deluge Cloud Computing Robots Rise Coworking Collaboration Massively Mobile Security Scare Youth Unemployed Internet of Things Transparency Trend
  9. 9. What was Sci-Fi Just a Few Years Ago...
  10. 10. Is Sci-Reality Today...
  11. 11. Has Another Sci-Fi Film Inspired the Next Inventors?
  12. 12. 3D Printing
  13. 13. Massively Mobile
  14. 14. Today I run my business from my phone, I could never have imagined that a few years ago. ~ Marc Benioff - CEO of Salesforce.com
  15. 15. How Big is Mobile Today?
  16. 16. How Big is Mobile Today? 7B People in the World
  17. 17. How Big is Mobile Today? 7B People in the World 6.8B Mobile Subscribers
  18. 18. How Big is Mobile Today? 7B People in the World 6.8B Mobile Subscribers 1.5B 3G/LTE Subscribers
  19. 19. 1.8 Billion Mobiles Sold in 2013
  20. 20. 97% Phones per 100 Citizens
  21. 21. How Many Mobile Internet Devices in Your House?
  22. 22. The Future of Mobile is Massive!
  23. 23. Cloud Computing
  24. 24. Which Firm is the Largest Cloud Computing Provider?
  25. 25. Outrageous Outsourcing
  26. 26. fiverr.com
  27. 27. Emerging Business Models
  28. 28. You’re holding a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow’s enterprises. It’s a book for the… written by Alexander Osterwalder Yves Pigneur co-created by An amazing crowd of 470 practitioners from 45 countries designed by Alan Smith, The Movement
  29. 29. ACHIEVING ORGANIZATIONAL AMBIDEXTERITY USING MANAGEMENT CONTROL SYSTEMS
  30. 30. 72
  31. 31. WHAT IS ORGANIZATIONAL AMBIDEXTERITY? The pursuit of two different modes of learning: 1. Exploitation = using current resources and capabilities in an efficient and reliable fashion to head in the same direction 2. Exploration = searching for , acquiring and developing new resources and capabilities to go in a new direction
  32. 32. AMBIDEXTERITY
  33. 33. AMBIDEXTERITY
  34. 34. AMBIDEXTERITY EXPLOITATION EXPLORATION Follow the rules and drive out the variance and slack. Break the rules and promote variance and slack. Focus on serving existing customers and their needs. Serve new customers with new needs. Manage and refine existing competences. Develop and lead new competences. Optimize the organization for existing rules. Develop new organization system with new rules. Make money now. Make money later.
  35. 35. AMBIDEXTERITY EXPLOITATION EXPLORATION Follow the rules and drive out the variance and slack. Break the rules and promote variance and slack. Focus on serving existing customers and their needs. Serve new customers with new needs. Manage and refine existing competences. Develop and lead new competences. Optimize the organization for existing rules. Develop new organization system with new rules. Make money now. Make money later.
  36. 36. AMBIDEXTERITY EXPLOITATION EXPLORATION Follow the rules and drive out the variance and slack. Break the rules and promote variance and slack. Focus on serving existing customers and their needs. Serve new customers with new needs. Manage and refine existing competences. Develop and lead new competences. Optimize the organization for existing rules. Develop new organization system with new rules. Make money now. Make money later.
  37. 37. AMBIDEXTERITY EXPLOITATION EXPLORATION Follow the rules and drive out the variance and slack. Break the rules and promote variance and slack. Focus on serving existing customers and their needs. Serve new customers with new needs. Manage and refine existing competences. Develop and lead new competences. Optimize the organization for existing rules. Develop new organization system with new rules. Make money now. Make money later.
  38. 38. AMBIDEXTERITY EXPLOITATION EXPLORATION Follow the rules and drive out the variance and slack. Break the rules and promote variance and slack. Focus on serving existing customers and their needs. Serve new customers with new needs. Manage and refine existing competences. Develop and lead new competences. Optimize the organization for existing rules. Develop new organization system with new rules. Make money now. Make money later.
  39. 39. AMBIDEXTERITY EXPLOITATION EXPLORATION Follow the rules and drive out the variance and slack. Break the rules and promote variance and slack. Focus on serving existing customers and their needs. Serve new customers with new needs. Manage and refine existing competences. Develop and lead new competences. Optimize the organization for existing rules. Develop new organization system with new rules. Make money now. Make money later.
  40. 40. AMBIDEXTERITY EXPLOITATION EXPLORATION Follow the rules and drive out the variance and slack. Break the rules and promote variance and slack. Focus on serving existing customers and their needs. Serve new customers with new needs. Manage and refine existing competences. Develop and lead new competences. Optimize the organization for existing rules. Develop new organization system with new rules. Make money now. Make money later.
  41. 41. AMBIDEXTERITY EXPLOITATION EXPLORATION Follow the rules and drive out the variance and slack. Break the rules and promote variance and slack. Focus on serving existing customers and their needs. Serve new customers with new needs. Manage and refine existing competences. Develop and lead new competences. Optimize the organization for existing rules. Develop new organization system with new rules. Make money now. Make money later.
  42. 42. AMBIDEXTERITY EXPLOITATION EXPLORATION Follow the rules and drive out the variance and slack. Break the rules and promote variance and slack. Focus on serving existing customers and their needs. Serve new customers with new needs. Manage and refine existing competences. Develop and lead new competences. Optimize the organization for existing rules. Develop new organization system with new rules. Make money now. Make money later.
  43. 43. AMBIDEXTERITY EXPLOITATION EXPLORATION Follow the rules and drive out the variance and slack. Break the rules and promote variance and slack. Focus on serving existing customers and their needs. Serve new customers with new needs. Manage and refine existing competences. Develop and lead new competences. Optimize the organization for existing rules. Develop new organization system with new rules. Make money now. Make money later.
  44. 44. AMBIDEXTERITY EXPLOITATION EXPLORATION Follow the rules and drive out the variance and slack. Break the rules and promote variance and slack. Focus on serving existing customers and their needs. Serve new customers with new needs. Manage and refine existing competences. Develop and lead new competences. Optimize the organization for existing rules. Develop new organization system with new rules. Make money now. Make money later.
  45. 45. AMBIDEXTERITY EXPLOITATION EXPLORATION Follow the rules and drive out the variance and slack. Break the rules and promote variance and slack. Focus on serving existing customers and their needs. Serve new customers with new needs. Manage and refine existing competences. Develop and lead new competences. Optimize the organization for existing rules. Develop new organization system with new rules. Make money now. Make money later.
  46. 46. WHY IS IT IMPORTANT? Firms, teams and individuals that attain an appropriate balance between exploration and exploitation will achieve superior performance over time. ‘Balance’ does not mean 50% exploitation and 50% exploration. It depends on your industry velocity (rate and direction of change) Exploitation Exploration Low High Long term performance Mode of Learning
  47. 47. TWO APPROACHES Structural ambidexterity – involves splitting exploitation and exploration into different organizational units (i.e., separate divisions, departments or teams) Contextual ambidexterity – the capacity to attain appropriate levels of exploitation and exploration behaviors in the same RD organizational unit (McCarthy Gordon, 2011: 241)
  48. 48. CONTEXTUAL AMBIDEXTERITY Involves creating an organizational context that inspires, guides and rewards people to pursue both exploitation and exploration behaviors. But how do you create the context to allow yourself and others to juggle, toggle and be ambidextrous?
  49. 49. ANSWER = MANAGEMENT CONTROL SYSTEMS The systems (rules, rewards, policies, practices, and tech) that managers use to direct and adjust the behaviors of employees to ensure organizational relevance, greatness and survival.
  50. 50. SIMONS ‘FOUR LEVERS OF CONTROL’ Control System Behavior Focus Outcome Beliefs systems Communicate values and goals. Establish purpose and the activities to be performed. Boundary systems Specify and enforce rules of the game. Define the activities to be avoided. Diagnostic systems Determine and support targets. Perform the correct activities well. Interactive systems Promote learning and exploration. Perform new activities.
  51. 51. ORGANIZATIONAL AMBIDEXTERITY “The balancing of exploitation and exploration tensions is much like riding a bike – it requires a continuous and irregular shifting of control system use over time. (McCarthy Gordon, 2011: 255)
  52. 52. Craig Rispin CSP #VTJOFTT'VUVSJTUBOE *OOPWBUJPOYQFSU XBSEXJOOJOH4QFBLFS .FOUPSVUIPS ,OPX'JSTUt#F'JSTUt1SPGJU'JSTU

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