Organisational ambidexterity is key to driving long-term growth and success within any business. We explore what organisational ambidexterity is, what it means for you, and how you can achieve it.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Maximizing Business Success Through Organizational AgilityNick Born
Agile organizations look across the multiple dimensions of organization structure, processes, talent, leadership, and culture and embed flexibility in each. Through a system of HR practices and an integrated foundation of management practices, agile organizations are able to consistently respond to environmental trends and disruptions, move closer to the speed of ideas, and seize market opportunities. These collective capabilities drive sustained organizational performance. In this study, CAHRS Research Assistants Nicholas Born, Kasey Kovack and Matt Olson discuss the results of their research on organizational and HR agility. They share specific examples as they relate to:
• Key catalysts for organizational agility
• Obstacles to agility and knowledge sharing
• HR’s role in driving the right people outcomes to support the organizational culture, human capital, and knowledge exchange opportunities that support organizational agility
• What specific talent management and HR practices drive organizational agility
• Opportunities to assess impact of organizational agility
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Maximizing Business Success Through Organizational AgilityNick Born
Agile organizations look across the multiple dimensions of organization structure, processes, talent, leadership, and culture and embed flexibility in each. Through a system of HR practices and an integrated foundation of management practices, agile organizations are able to consistently respond to environmental trends and disruptions, move closer to the speed of ideas, and seize market opportunities. These collective capabilities drive sustained organizational performance. In this study, CAHRS Research Assistants Nicholas Born, Kasey Kovack and Matt Olson discuss the results of their research on organizational and HR agility. They share specific examples as they relate to:
• Key catalysts for organizational agility
• Obstacles to agility and knowledge sharing
• HR’s role in driving the right people outcomes to support the organizational culture, human capital, and knowledge exchange opportunities that support organizational agility
• What specific talent management and HR practices drive organizational agility
• Opportunities to assess impact of organizational agility
Slide deck from a two day workshop on Strategic Thinking, utilizing HBR Case Studies on Huawei and Apple to illustrate the strategic challenges in the global high tech industry. We were intending a mind shift from static conceptions of strategy toward "sense and response", biological systems thus strategy as a dynamic conception.
Strategic Thinking is critical to the long term success of organizations. But how can you develop these skills in your managers and leaders? Here, we introduce how focusing on strategic management skills can provide a framework. And we provide 5 tips for ensuring the you implement a successful approach to strategic management training.
Change and Project Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created after 2,000+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Change & Project Management. It is considered the world's best & most comprehensive Change & Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Capability of your organization & excel as a Change Manager or Project Manager. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Leading Digital Transformation, extract from bookJoakim Jansson
Now in English! A #1 bestselling management book in Sweden, a digital epicenter, home of Spotify, Skype and Candy Crush! The book includes:
1. Foreword by Brian Solis and interview with Dr. John Kotter
2. Step-by-step methodology, Digital Maturity Matrix
3. Digital tools and more content at www.digitaltransformation.net
4. Book and methodology in cooperation with researchers and businesses
5. Eight case studies from different industries.
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
In The Black Swan, Nassim Nicholas Taleb wrote on the highly improbable and unpredictable events that underlie almost everything about our world. In Antifragile: How to live in a world we don’t understand, Taleb aims to stand uncertainty on its head, making it desirable, even necessary.
Just as human bones get stronger when subjected to stress and tension, many things in life benefit from stress, disorder, volatility, and turmoil. What Taleb has identified and calls antifragile are things that not only gain from chaos but need it in order to survive and flourish. In The Black Swan, Taleb showed us that highly improbable and unpredictable events underlie almost everything about our world. Here Taleb stands uncertainty on its head, making it desirable, even necessary. The antifragile is beyond the resilient or robust. The resilient resists shocks and stays the same; the antifragile gets better and better. What's more, the antifragile is immune to prediction errors and protected from adverse events.
The book spans innovation by trial and error, life decisions, politics, urban planning, war, personal finance, economic systems and medicine, drawing on modern street wisdom and ancient sources. Antifragile is a blueprint for living in a Black Swan world. Erudite, witty, and iconoclastic, Taleb's message is revolutionary: the antifragile, and only the antifragile, will make it.
In this session of We Read For You, Prof Eon Smit unpacks the essence of this book.
Read more at http://www.usb-ed.com/wrfy/pages/Antifragile.aspx
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Building Invincible Companies With Effective Business Portfolio Management
Alex will discuss how you can manage a portfolio of products successfully. How can you invent new business models (explore), improve existing ones (exploit), and manage them all across the organization (manage)? How should you visualize your business model portfolio, in order to be prepared for the future?
You will learn how to map the exploration of new business ideas and test them in a simple and practical way. You will learn how to manage and improve the businesses and products you already have, understand how much profit existing business models generate and point out any synergies/conflicts between your models.
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
The ambidextrous organization - Leadership and the administration paradox of ...Cornelis de Kloet
Organizational ambidexterity is a theoretical concept on how to manage the tension between exploitation (sales) and exploration (innovation). Following the suggestion of Simsek et al. (2009) to do further research on leadership styles and organizational ambidexterity, this master thesis describes the outcome of a research conducted at Philips and Royal HaskoningDHV on organizational ambidexterity and leadership.
Slide deck from a two day workshop on Strategic Thinking, utilizing HBR Case Studies on Huawei and Apple to illustrate the strategic challenges in the global high tech industry. We were intending a mind shift from static conceptions of strategy toward "sense and response", biological systems thus strategy as a dynamic conception.
Strategic Thinking is critical to the long term success of organizations. But how can you develop these skills in your managers and leaders? Here, we introduce how focusing on strategic management skills can provide a framework. And we provide 5 tips for ensuring the you implement a successful approach to strategic management training.
Change and Project Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created after 2,000+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Change & Project Management. It is considered the world's best & most comprehensive Change & Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Capability of your organization & excel as a Change Manager or Project Manager. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Leading Digital Transformation, extract from bookJoakim Jansson
Now in English! A #1 bestselling management book in Sweden, a digital epicenter, home of Spotify, Skype and Candy Crush! The book includes:
1. Foreword by Brian Solis and interview with Dr. John Kotter
2. Step-by-step methodology, Digital Maturity Matrix
3. Digital tools and more content at www.digitaltransformation.net
4. Book and methodology in cooperation with researchers and businesses
5. Eight case studies from different industries.
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
In The Black Swan, Nassim Nicholas Taleb wrote on the highly improbable and unpredictable events that underlie almost everything about our world. In Antifragile: How to live in a world we don’t understand, Taleb aims to stand uncertainty on its head, making it desirable, even necessary.
Just as human bones get stronger when subjected to stress and tension, many things in life benefit from stress, disorder, volatility, and turmoil. What Taleb has identified and calls antifragile are things that not only gain from chaos but need it in order to survive and flourish. In The Black Swan, Taleb showed us that highly improbable and unpredictable events underlie almost everything about our world. Here Taleb stands uncertainty on its head, making it desirable, even necessary. The antifragile is beyond the resilient or robust. The resilient resists shocks and stays the same; the antifragile gets better and better. What's more, the antifragile is immune to prediction errors and protected from adverse events.
The book spans innovation by trial and error, life decisions, politics, urban planning, war, personal finance, economic systems and medicine, drawing on modern street wisdom and ancient sources. Antifragile is a blueprint for living in a Black Swan world. Erudite, witty, and iconoclastic, Taleb's message is revolutionary: the antifragile, and only the antifragile, will make it.
In this session of We Read For You, Prof Eon Smit unpacks the essence of this book.
Read more at http://www.usb-ed.com/wrfy/pages/Antifragile.aspx
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Building Invincible Companies With Effective Business Portfolio Management
Alex will discuss how you can manage a portfolio of products successfully. How can you invent new business models (explore), improve existing ones (exploit), and manage them all across the organization (manage)? How should you visualize your business model portfolio, in order to be prepared for the future?
You will learn how to map the exploration of new business ideas and test them in a simple and practical way. You will learn how to manage and improve the businesses and products you already have, understand how much profit existing business models generate and point out any synergies/conflicts between your models.
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
The ambidextrous organization - Leadership and the administration paradox of ...Cornelis de Kloet
Organizational ambidexterity is a theoretical concept on how to manage the tension between exploitation (sales) and exploration (innovation). Following the suggestion of Simsek et al. (2009) to do further research on leadership styles and organizational ambidexterity, this master thesis describes the outcome of a research conducted at Philips and Royal HaskoningDHV on organizational ambidexterity and leadership.
The difference that really matters between CX leaders and practitioners is not their title, but whether they’re “building cathedrals” or just “laying bricks.” To help their organizations become more customer-centric, CX leaders need to actively participate in and shape conversations in their organizations around 5 key topics: Disruption, Loyalty, Data, Brand and Innovation.
Managing Innovation in the XXI Century - Ambidextrous organizationsAna Paula de Amorim
Thinking about BM in existing companies is slightly different than in a start-up.
The best way to look at it is by drawing a continuum between improving existing businesses that a companies has and inventing new businesses that companies plans to build.
On the left hand side you have one or several existing businesses models.
The company knows them well and the entire organization is trimmed to execute and incrementally improve them.
Here the company operates in a known environment with existing customers and a good understanding of the market.
In such a known environment it is possible to make relatively accurate forecasts about sales and predictions about growth.
Hence the left hand side is all about executing and improving known BM or improving them incrementally.
On the right hand side you have one or several new BM that the company is trying to develop.
The models are far from proven and the organization is still experimenting with them. Contrary to the improve-end in the continuum, inventing is usually done in an unknown environment.
Predictions such as sales forecast or growth numbers are practically impossible to make at the early stages. The company is still developing a good market understanding.
Hence the right hand side is all about the search for Business Models that work.
The rules of the game are almost totally different on the opposite ends of the continuum.
For existing business models and their improvement you make business plans with performance projections.
You evaluate people on how they meet those projections.
Failure is not an option.
When it comes to new BM detailed plans are worthless. Projections don’t make sense for yet unproven Business Models.
What you really want to do is perform many small experiments to test the hypothesis of your unproven BM.
You learn from these continuous small bets.
Which will allow you to improve, adapt or pivot your BM until you make sure it will really work.
Existing and new business models require completely different thinking, different rules and different organizational structures to succeed.
Are you able to play both games in parallel?
Source: Strategyser.com
Alphabet's Ambidextrous Profit Model: How Google Applies the Ambidexterity Pr...Rod King, Ph.D.
Google recently and explicitly restructured its organization to be ambidextrous. Implicit in Google's reorganization is application of the Ambidexterity Principle, "Think Win-Win Strategies and Solutions."
The above presentation visually summarizes how Google uses the Ambidexterity Principle.
The Fourth Industrial Revolution has begun. What is it about. What SMEs have in this revolution. WIll jobs decrease. Will Skill requirements increase.
And what is this Cyber Physical Production Systems.
Businesses of all sizes struggle to balance innovation with business as usual. Although both activities are vitally important, it can sometimes feel as though the two are at odds with one another as they compete for attention, resource and time.
We ran an interactive event for CIPD Coventry & Warwickshire Branch that highlighted the tools you need to create a culture that embraces innovation. We also explained how to harness high performance leadership techniques that use different management approaches for innovation and the day-to-day.
Together we explored:
- The key differences between innovation and business as usual.
- Organisational Ambidexterity — what is it, why does it matter, and how does your firm stack up?
- The different types of innovation (from incremental, ‘small i’ innovation to radical, ‘Big I’ innovation) and the different management approaches that are needed even for these.
- The role of leadership, management and strategy in creating ambidexterity.
- Insights from other organisations that have got the balancing act right.
In response to seeing a "how to pass your Scrum Master/Agile Coach Interview" we've created a way for employers to call BS on candidates who could otherwise dupe their way into a coaching role.
You're in it for the long haul so stop thinking about transformation and start thinking about how to run small, time-bound experiments to get you to that utopian Agile state.
Lean Change Management - DareFest 2014Jason Little
Is Lean Change Management a framework? method? model? process? This talk was presented at DareFest 2014 in Antwerp, Belgium. Learn how to incremental change your organization without scaring the crap out of everyone.
Lean Change Agent - Applying Lean and Agile to Change ManagementJason Little
As a change agent, I’m sure you’ve experienced how difficult it can be to introduce change into an organization. That could mean you’re an Agile Coach or Scrum Master tasked with introducing Agile, and it can also mean you’re a Change Management Professional who is looking for more effective ways to develop and execute change programs.
This 2-day workshop, based on the book Lean Change Management, is designed to help you discover more effective practices for introducing, and managing change in your organization. You’ll learn by doing, not by reading PowerPoint slides! You’ll hear real stories about how to apply better, innovative practices to managing change.
This is a presentation given in the MBS MSc Innovation Management course taught by Prof. Silvia for group assignment to introduce and discuss the paper Dynamic Capabilities and Strategic Management by Teece D., Pisano G., and Shuen A. in 1997.
Tools for Making Sense of Complex Organizational ChangeJason Little
Organizational Change can be complex and challenging. Often the problem isn't the method being used, but not having the right set of tools to help you make sense of what is happening. These are 4 tools and visualizations you can use regardless of which change methodology you are using.
Using Storytelling in Change ManagementJason Little
Urgency for change is an outdated concept in change management. Cause and purpose for change is a more compelling way to help people align to transformational change. Learn how you can incorporate storytelling into change management by using a Storytelling Canvas.
Building Your Own Change Management FrameworkJason Little
The only "best practice" for change management is accepting the un-certainty that comes with complex change. Here are some tips for how to create your own custom change management framework by picking practices from different tools and frameworks
Executing Change Management with Agile PracticesJason Little
Organizational change is unpredictable but we tend to still run these programs like we run projects. The change program is given a scope, budget and a deadline and then we're shocked when it doesn't work! If you're forced into running a change initiative within the constraints of a project, you can use Agile practices to help you manage the uncertainty.
Explicación de las 7 competencias de Lyle Kirtman para el desarrollo de líderes educativos. Son competencias prácticas que ayudarán a un líder educativo a lograr resultados contra todo pronóstico.
John Griffin, Ford Credit Europe. Normalising failure and making way for succ...IT Arena
John Griffin is currently paving the way for new explorative ways to bring Design to the forefront of the Ford Credit Europe products.
With a background co-founding design consultancies Wolfcub and Pack, he’s spent the last 8 years honing his craft on clients including ASOS, HSBC, Diageo, and Google alongside helping a multitude of start-ups launch their ideas. When John’s not going deep on bringing product ideas to life, you can find him behind the mic podcasting, running the industry event Product Unleashed, or talking about his favorite 80s films to anyone who will listen long enough!
Speech Overview:
Why are we so afraid for our ideas to fail?
Is failure just learning with a bad reputation?
The idea of our ideas failing can not only hold us back from making a start on something but can also leave us in an endless loop of all-talk-no-action.
For teams to truly be successful, failure needs to move from elephant in the room to engrained within your DNA.
Final cycles overview jan 2019 with toolkitBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
This presentation introduces the ABCs method of innovation and provides toolkits you could use to grow fast while reducing riks
Details
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
Motivators and Barriers to Entrepreneurship by Vivek KumarVivek Kumar
In our wonderful yet challenging journey in StartUp ecosystem, we have met some amazing entrepreneurs and visionary speakers. So here we are sharing some our experience through short talk on Motivators and Barriers to Entrepreneurship by Vivek Kumar, CEO, Venture Garage.
What every business can learn from young entrepreneurs (publ)Frederic De Meyer
For my second book I took a look at a number of young entrepreneurs - what they are made of, what trends are they working on, etc. In this presentation I discuss what I learned from them and how these learnings could (and should) be applied to traditional businesses as well (in order to attract and retain young innovative talent).
Of course it's better to have the narratives along, so don't hesitate to get in touch if you'd want this presented 'live' at one of your events...
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
Just Start (Up): The Founder’s Guide to Becoming The Next Great ThingCornelia Ardelean
Do you want to learn how to launch and grow a successful startup from the best in tech? Do you want to discover how to use generative AI responsibly and ethically in your products and services?
If you answered yes to any of these questions, then you need to download this ebook!
Don’t miss this opportunity to get inspired by the experts who have been there and done that. Get the ultimate startup guide for free! Just Start (Up) ebook offers expert advice from industry leaders like Grammarly and Zillow.
GreenBiz 17 Tutorial Slides: "Transformative Organizational Success through L...GreenBiz Group
Many sustainability programs struggle because they are developed or integrated in ways that miss important organizational dimensions. Participants will learn how to incorporate four key pillars of success for lasting, sustainable change: leadership, strategy, communication and global-context. This cross-functional team of expert practitioners and faculty will provide insights on how to:
Create and identify sustainability strategies that promote broad organizational success through an effective suite of actions.
Apply global sustainability principles to your specific organizational context by integrating your organization's own perspective through a lens of sustainability with a global-context.
Employ leadership competencies and behaviors that are critical to leading lasting, transformational change.
Communicate effectively about sustainability with key stakeholders and audiences.
5 Strategies to Lead Through Adaptive Change, 21st Century LeadershipDeb Nystrom
Five key concepts and supporting tools to purposefully lead through adaptive change in a VUCA world, one that is Volatile, Uncertain, Complex and Ambiguous, as presented in Mexico City for CPA firm leaders, Russell Bedford International, yet applicable to any leader.
Also see the photos from the session, here: https://flic.kr/s/aHskMBtzCM
Conducir a través del cambio adaptativo, liderazgo siglo XXI
Cinco conceptos clave y herramientas de apoyo para conducir a través de cambios adaptativos en un mundo VUCA, que es volátil, incierto, complejo y Ambiguous, tal como se presenta en la ciudad de México para los líderes firma de CPA, Russell Bedford International, aún aplicable a cualquier líder.
Scaling a business is a leadership challenge. This is the message that this amazing book leaves you with, how though do we do that? Musings - that stream of thought that arrives from any direction as we read, take-in information and process it - are captured in a slidedeck that will hopefully act as an aide memoir but also as a catalyst for you to read the work.
Similar to A short guide to organisational ambidexerity (20)
Discovery Driven Planning for new ventures, products and servicesStocker Partnership
New ventures are inherently uncertain—whether you're starting a new business, creating a new product or launching a new service. Reducing risk and trying to predict what is going to happen can be tricky. What if there was a different way?
Discovery Driven Planning allows you to explore the viability of a new venture by beginning with the end in mind—what will it really take for your venture to be a success? Originally developed by Rita Gunther McGrath and Ian MacMillan, the framework guides you through a process of identifying and discovering the information you need to make informed decisions. Without investing big, you will be able to quickly establish whether your idea is capable of delivering the return you desire and whether it is competitive.
With step-by-step examples, we present an easy to understand guide to Discovery Driven Planning; one of our go-to tools for anybody considering a new venture, whether you are a startup, corporate or somewhere in-between.
From The Guardian to Cisco, big business to small, it seems that everybody is talking about the Internet of Things — but what exactly is IoT and why does it matter?
Taking a deep dive, we explore the many faces of IoT in Healthcare. Technology research and advisory company, Gartner, currently place the Internet of Things at the peak of inflated expectations and there are certainly challenges. But IoT also holds real promise for healthcare and it is already making an impact today.
We demonstrate why the Internet of Things has a far reaching impact across all determinants of health and how it could lead to a broader model of healthcare. We look at some of the technologies that are available to buy or that are already in development today, whilst also exploring some of the very real challenges that integrating such technologies into healthcare presents. Finally, we offer some ideas about how you can get involved, whether you are a healthcare professional or not.
The Agile Strategy Planner is a brand new tool that enables you to create a dynamic strategy.
It acts as a bridge between strategic intent—that is, your vision, strategic priorities and core objectives—and detailed implementation. It allows you to take your intentions and to rapidly prototype what these might look like in reality. As you visualise how one objective impacts another, you'll quickly be able to see whether your strategy is realistic and if you need to scale back your plans or can in fact afford to be even more ambitious.
The Agile Strategy Planner works for all kinds of organisations—from software to services, corporates to charities, and everything in-between.
As a tool, it is agile, flexible, collaborative, transparent, easy to use and visual. Using it creates focus, clarifies direction, aids leadership, improves communication, increases engagement and ensures action.
Free downloads for both the 3-year and 5-year planner are included in the presentation, so why not get started today?
Have you ever wondered exactly what corporate values and purpose are or how to go about defining them for your organisation? Based on our own experience and drawing on research from Jim Collins, Jerry Porras and Nikos Mourkogiannis, amongst others, our short guide gives you the low down on exactly what values and purpose are, why they matter to an organisation, and how to work with your people to create them. Real world examples from a wide range of organisations, businesses and charities (such as Google, Help for Heroes, Volvo, P&G, the RNLI, and more) are included, along with practical exercises for you to work through.
If you need help understanding and communicating your own corporate values and purpose, just get in touch at www.stockerpartnership.com/contact.
A qualitative research method, photo diaries are a fantastic way to gain rich insights into people’s environment, behaviour, opinions, routines, likes and dislikes. The tool is not bound by language—instructions can be translated or even given in symbols—meaning that this form of research is accessible to almost everyone, whether they are old, young or speak the same language, and no matter what level of reading ability. Similarly, the method can either be low tech (cheap disposable cameras) or high tech (with loaned digital technology or via digital platforms). An easy, fun, engaging activity for participants that can be used over hours, weeks or months, photo diaries drive innovation by giving you direct access to someone else’s world.
Thanks to our ongoing relationship with Santa Global, we're thrilled to have been involved in their recent Innovation Showcase.
Santa himself talked through many of the new technologies the organisation is both exploring and using on a day-to-day basis to help them keep Christmas on track.
With special permission, we've been allowed to share this presentation with you here. We hope you enjoy this small insight into the workings of such an innovative firm.
Did you know that 75% of new leads never hear back from the business they contacted and office workers are interrupted roughly every 3 minutes? We look at 10 ways that businesses are pouring money down the drain. Find out how your business scores and start plugging the leaks.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
9. HUMAN AMBIDEXTERITY
is defined as...
the ability to use the right
and left hands
equally well
Piano fingers by seriousbri on Flickr:
www.flickr.com/photos/seriousbri/4148739768/
10. Clearly, organisations don’t have hands...
Prosthetic hand mod by atomic-kitteh on Flickr: www.flickr.com/photos/atomic-kitteh/6655487057/
11. ...but that doesn’t stop them being ambidextrous
Prosthetic hand mod by atomic-kitteh on Flickr: www.flickr.com/photos/atomic-kitteh/6655487057/
12. Research has shown that ambidextrous businesses have...
ENHANCED
SUSTAINABILITY
REDUCED RISK
INCREASED
COMPETITIVE
ADVANTAGE
THE ABILITY TO
OUTPACE OTHERS
IMPROVED PERFORMANCE
PROFITABLE GROWTH
MORE SATISFIED
CUSTOMERS
ONGOING STRATEGIC
RENEWAL
MORE NEW PRODUCT
INTRODUCTIONS
REDUCED INERTIA
LONG-TERM SUCCESS
Ahuja Lampert (2001). Entrepreneurship in the large corporation: a longitudinal study of how established firms create breakthrough investions. Strategic Management Journal, 22:521-543.
Birkinshaw Gibson (2004). Building ambidexterity into an organization. MIT Sloan Management Review, 45(4):47-55.
Birkinshaw Gibson (n.d.). The ambidextrous organisation. Advanced Institute of Management Research: Executive Briefing.
He Wong (2004). Exploration vs exploitation: an empirical test of the ambidexterity hypothesis. Organization Science, 15(4):481-494.
O’Reilly Tushman (2011). Organizational ambidexterity in action: how managers explore and exploit. California Management Review, 53(4):5-22.
Sarkees Hulland (2009). Innovation and efficiency: it is possible to have it all. Business Horizons, 52:45-55.
Venkatraman, Lee Iyer (2007). Strategic ambidexterity and sales growth: a longitudinal test in the software sector.Working Paper.
14. EXPLORATION
TO
Y GO
LDL
BO
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.
EXPLOITATION
WRINGING OUT EVERY LAST DROP
Your activities are aligned and efficient. You are extremely effective at managing today’s 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.
15. An organisation that is adept at EXPLOITATION has
the following characteristics...
1
A laser-like focus on maximising returns
2
A fearsome ability to implement and execute plans
Operational excellence is driven throughout
3
—if improvements and refinements can be made, they will be made
4
Efficiency, margins and productivity are the order of the day
5
Incremental gains are constantly pursued
6
It functions like a well-oiled machine
16. 1
It creates room for diversity and discovery, both internally and externally
2
3
Staff are encouraged to experiment and play
Pioneering, radical and disruptive innovations are supported and pursued
4
5
Creativity, flexibility and adaptability are its modus operandi
Risks are taken in pursuit of game-changing outcomes and breakthrough growth
An organisation that is adept at EXPLORATION has the following
characteristics...
17. Professor Robert Duncan first coined the term
Organisational Ambidexterity in
1976 by Juho Holmi on Flickr:
http://www.flickr.com/photos/juhoholmi/3415061695/
19. and its ability to...
SWITCH
between the two as required
Exploitation
Exploration
20. ALANCE
B
Being able to do this within your organisation results in...
SWITCH
ial
nc
a
fin
ed e
as nc
re
Inc orma
rf
pe
ed sk
uc r i
ed nal
R
er
xt
e
ion
re isat
o an
r, m org
tte le
fi
A
ab
pt
da
a
24. Organisational Ambidexterity
‘Meet the crew’
The
Miner
Exploiting but
not exploring
The
Adventurer
Exploring but
not exploiting
The
Zombie
Neither exploring
nor exploiting
The
Conqueror
Exploring and
exploiting
25. Meet the Adventurer
Meet the Conqueror
Exploring but not exploiting
Exploring and exploiting
Superpower
Superpower
Seeks out out new ideas like
nobody’s business. Ninja at
spotting market shifts.
Unafraid of risk.
Explores the unknown while
wringing every last drop out of
today. Does both with equal
dexterity.
Meet the Zombie
Meet the Miner
Neither exploring nor exploiting
Exploiting but not exploring
Superpower
Superpower
Keeps going despite the odds.
Makes other businesses look
amazing by comparison!
Keeps head down and stays
focused on the immediate task
at hand, regardless of
distractions.
26. Meet the Adventurer
Meet the Conqueror
Exploring but not exploiting
Exploring and exploiting
Fatal flaw
Fatal flaw
Struggles to put ideas into practice.
Much strategic intent but little
effective action. Weak on driving
day-to-day performance.
Can sometimes overstretch in
both directions at once without
the strength or resources to
support this strategy.
Meet the Zombie
Meet the Miner
Neither exploring nor exploiting
Exploiting but not exploring
Fatal flaw
Fatal flaw
AKA the walking dead. Lives in
denial and on borrowed time.
Without significant action may
cease to exist at any moment.
Shies away from the future and
disruptive change. Vulnerable to
market shifts and innovative
competitors.
28. The Miner Exploiting but not exploring
You are a mining organisation if:
You are primarily focused on maximising returns from your
existing resources and the capabilities that you have now
You tend to shy away from disruptive innovation
and activities that impact your short-term gains
You focus on efficiency and incremental improvement as
you seek to hit your monthly or quarterly revenue targets
You fear the impact that change might
have upon your existing business
You tend to keep your head down and focus on the work at
hand, only discussing the future every once in a while
You assume that all is stable and little is likely to
disrupt your status quo
Your long-term revenue planning is based upon past
performance and assumptions of security
29. You are an adventuring organisation if:
New ideas are aplenty and
You invest a great deal of thought,
You are responsive and open to
You focus on exploring
innovation is strong
time, research, resource and finance
the changing environment
what you could do and
into tomorrow’s business
where you could go
You feel as though the quality of your ideas is not always
You find it difficult to create
reflected in their delivery
strategic alignment and drive
You struggle to deliver when faced with the
continuous improvement
reality of changes in demand
Existing resources are not always exploited effectively
You experience continuous change
You have much strategic intent but little effective action
The Adventurer
Exploring but not exploiting
30. The Conqueror
Exploiting and Exploring
You are a conquering
organisation if:
You consistently have one eye on the future and the other on the present
You maximise returns from your existing competences, capabilities and resources—while
simultaneously exploring and adapting to the changing environment
You place high value not only on organisational effectiveness but also on responsiveness
You are equally skilled at exploring new opportunities and exploiting the opportunities you find
You have a strong focus on current gains and efficiency but, at the same time, ensure
you remain flexible and well able to cope with expected and unexpected change
You are nimble, adaptable and strategically aligned
31. The Zombie
Neither Exploiting nor Exploring
You are a zombie organisation if:
When you are really honest with yourself, you are struggling—and failing—at both
exploration and exploitation
Your organisation continues to exist thanks to your historical success and latent
demand but, in reality, you are becoming less and less effective over time
You do not adequately exploit the resources you have at your disposal and
neglect to maintain your current capabilities
You fail to explore and adapt to your changing environment, resulting in a gradual
(or sudden) decline in your ability to compete
You feel as though you’re living on borrowed time or scraping by on a wing and a
prayer
You’re concerned that significant action will be needed to ensure you remain a
viable concern
35. ADVENTURER
If you’re an organisation with a long-standing
heritage, you may have been comfortable as a
miner for years.
Be aware: you could find yourselves rudely
awoken by the competition, leading to a mad
dash to adventure in a bid to stay alive.
MINER
Low
High
Low
Organisations with heritage
EXPLORATION
As your ideas begin to develop and stabilise,
you may become a miner—maximising gains
from your new found opportunity by
exploiting the competences and resources
you’ve worked so hard to cultivate.
High
Start-ups are likely to begin as adventurers,
looking for opportunities to exploit.
CONQUEROR
ZOMBIE
Earlier stage businesses
EXPLOITATION
36. ADVENTURER
Low
High
High
MINER
Low
As an organisation with heritage
No matter how good your organisation is at
exploitation, one day change will be required
to stay in the game.
EXPLORATION
The abilities to both explore and exploit need
to be mastered—even if not simultaneously.
As a start-up
If you never develop an ability to implement
and exploit, then no matter how brilliant your
idea, business failure is likely to result at this
early stage.
CONQUEROR
ZOMBIE
In either circumstance...
EXPLOITATION
37. ADVENTURER
Are resources tight?
It’s likely that, at least for a time, you’ll need
to flip flop between exploring and
exploiting as you build strength.
Either way...
The quicker you start making changes, the
greater your chances of survival and
success!
Low
High
High
MINER
Low
Do you have resources available?
You may be able to improve both
exploration and exploitation simultaneously
—starting today!
EXPLORATION
Admission is the first step to recovery!
Although it can be a wake up call to
recognise that your organisation is a
zombie, in most cases, all is not lost.
CONQUEROR
ZOMBIE
No hope for zombies?
EXPLOITATION
39. You need to be able to...
VE
RI
D
SWITCH
CE
AN
AL
B
40. Represent both dimensions at the top
“
“
“
Build a shared culture
Ensure understanding at all levels of your
organisation through clear goals and key priorities
that are backed up by consistent communication.
Exploitation
Create a leadership structure in which both exploration
and exploitation activities have at least one advocate. Grant
autonomy throughout but centralise strategic control.
VE
RI
D
“
Empower the individual
Enable individuals to choose which activities to
pursue in the course of their day-to-day work, giving
employees a sense of ownership and responsibility
for their own results.
“
“
Stimulate your people to deliver high-quality results by
balancing stretch with discipline and support with trust. Use
performance management systems while simultaneously
providing the social support and security needed
for a job well done.
“
“
Create a high
performance context
Exploration
Birkinshaw Gibson (n.d.). The ambidextrous organisation. Advanced Institute of Management Research: Executive Briefing.
Markides Chu (2009). Innovation through ambidexterity: how to achieve the ambidextrous organisation. In Costanzo MacKay, eds. (2009). Handbook of research on strategy
and foresight.
Tushman O’Reilly (1996). Ambidextrous organizations: managing evolutionary and revolutionary change. California Management Review, 38(4):8-30.
41. ...but always seek
to reintegrate
CH
IT
SW
Beware: separation can lead to isolation and
the new initiative may lose its way. Don’t forget
to integrate the old with the new.
“
“
Exploitation
Incremental/evolutionary change should be
punctuated by discontinuous/revolutionary
change. Dare to do both.
“
Be prepared to
undermine the core
Don’t be afraid to cannibalise your own
business at times of industry transition—
remember when cassette moved to CD and
disk to digital?
“
“
“
Structural separation (e.g. by business unit or
division) is sometimes essential to give a
new initiative a safe, nurturing space with its
own dedicated resource.
“
“
Sometimes structural separation is
useful and highly effective...
Evolution and revolution
Exploration
Birkinshaw Gibson (n.d.). The ambidextrous organisation. Advanced Institute of Management Research: Executive Briefing.
Birkinshaw Gibson (2004). Building ambidexterity into an organization. MIT Sloan Management Review, 45(4):47-55.
Tushman O’Reilly (1996). Ambidextrous organizations: managing evolutionary and revolutionary change. California Management Review, 38(4):8-30.
42. Manage
contrary forces
“
“
Balance discipline with passion;
freedom with constraint; safety
with risk.
“
See the bigger picture and make intelligent, balanced
trade-offs. Allocate resources to both dimensions,
shifting the balance as required.
CE
AN
AL
B
Exploitation
Find win-win solutions
“
“
“
“
High levels of both exploration and exploitation are sometimes, but
not always, beneficial. If your firm is large and resource rich, you can
afford to max out on both. For smaller, resource constrained firms,
balance is key: don’t overextend but instead seek equal balance in
whatever measure you can.
Balance trade-offs
“
Balance or go for broke?
Act creatively to find solutions in which both
exploration and exploitation benefit. Allow the two
to build upon one another instead of detract.
Exploration
Andriopoulos Lewis (2009). Exploitation-exploration tensions and organizational ambidexterity: managing paradoxes of innovation. Organization Science,
20(4):696-717.
Cao, Gedajlovic Zhang (2009). Unpacking organizational ambidexterity: dimensions, contingencies, and synergistic effects. Organization Science, 20(4): 781-796.
Smith Tushman (2005). Managing strategic contradictions: a top management model for managing innovation streams. Organization Science, 16(5):522-536.
43. You need to embrace...
TY
UI
IG
B
M
A
TENSION
OX
AD
AR
P
44. Build difference on a common
foundation
Ensure your organisation has a
clear, shared vision that weaves a
common thread through both
exploration and exploitation.
Leadership matters
Explicitly hold tension and paradox
at the top of your company. Foster
a state of creative conflict within
your senior management team.
Dare to do it all
Take a ‘both/and’ approach instead
of an ‘either/or’. Integrate and
differentiate. Maintain multiple
(conflicting) strategic agendas but
articulate clear and differentiated
goals for each.
AMBIGUITY T E N S I O N PARA
DOX
Embrace it, don’t fight it
Resist the temptation to reach
consensus too quickly. Recognise
and use conflict instead of trying to
resolve it. Embrace the tension
between old and new.
Manage differently
Use different KPIs and performance
measures for new initiatives and
core business—the two are not the
same.
Markides Chu (2009). Innovation through ambidexterity: how to achieve the ambidextrous organisation. In Costanzo MacKay, eds. (2009). Handbook of research on strategy and foresight. Elgar.
Tushman, Smith Binns (2011). The ambidextrous CEO. Harvard Business Review. http://hbr.org/2011/06/the-ambidextrous-ceo/
Smith Tushman (2005). Managing strategic contradictions: a top management model for managing innovation streams. Organization Science, 16(5):522-536.
Smith, Binns Tushman (2010). Complex business models: managing strategic paradoxes simultaneously. Long Range Planning.
Make dynamic decisions
Take an agile approach to decision
making, continually shifting
resources between the explorative
and exploitative activities.
Project 365 #74: 150313 Showing The Ropes by comedy_nose on Flickr:
http://www.flickr.com/photos/comedynose/8560033771/
45. Becoming a conqueror won’t just happen by accident!
Just as becoming a concert pianist doesn’t
happen overnight but requires hours of
practice to strengthen and hone the skill of
the less dominant hand.
Creating a truly ambidextrous organisation
requires self-awareness and management
awareness, a dedication to excellence and a
willingness to take risks, all in the pursuit of
building something great.
Seiya Higashi, Pianist by Adam Chamness on Flickr:
http://www.flickr.com/photos/adamchamness/5820307912/
48. STOCKER
PAR TNERSHIP
Hi, I’m Matt Stocker, Director of Stocker Partnership.
I’m always interested in exchanging ideas and working on interesting
projects, so I’d love to hear from you.
You can connect with me on Twitter @mattstocker or email me at
matt@stockerpartnership.com
49. STOCKER
PAR TNERSHIP
The Stocker Partnership
is a strategic innovation
consultancy
Matt Stocker
We help organisations to
create and exploit new
opportunities
Debbie Stocker
WE’RE NOT
@mattstocker
024 76 100 193
hello@stockerpartnership.com
www.stockerpartnership.com
@debbiestocker
Follow us on LinkedIn
Subscribe to our blog
Sign up to our newsletter
BIG
BUT WE ARE
CLEVER
Illustrations by Robin Boyd (www.robinboyd.co.uk), Stina Jones (stinajones.co.uk), and Matt Stocker