This book prepares leaders for fundamental change processes of organizations. In times of radical changes and unplanned crises, ambidexterity has become a key competence of global companies. Ambidextrous organizations manage to improve their core business, while at the same time opening up new business fields for the future. To unlock innovation next to the running business, it is essential for leaders to be ambidextrous. How these balanced leaders can operate with two different styles is demonstrated in numerous practical examples and tips for successful implementation. The book illustrates how the trade-off can be turned into an elegant balancing act.
Learn how to become an ambidextrous leader in this standard work on ambidexterity and leadership.
- · Ambidexterity as a leadership approach for the digital transformation
- · Consciously shaping the digital change process
- · Enabling leaps in innovation
- · Driving evolution and revolution simultaneously
- · The relevance of ambidextrous leadership in times of crisis
The book provides easy-to-implement courses of action for executives to consciously and actively shape change, to inspire people in companies to release their creative potential and to make the leap into the future as an organization. The book also addresses the consequences of the COVID-19 pandemic on crisis management. It documents how ambidextrous leadership skills are becoming a key competence in times of crisis.
Author(s): Julia Duwe
Publisher: Springer
Year: 2021
Language: English
Pages: 246
City: Cham
Foreword to the Second Edition
Technology, Technical Engineering, Transformation (TEF)
Local, Regional, and Global (PEF)
Event-Environment Factor (EEF)
Leadership, People, and Organization (LEF)
Foreword to the First Edition
Involving the Whole Company
Hiring and Promoting Talent
Acknowledgments
Contents
About the Author
1: Introduction: The Trade-Off
1.1 Evolution or Revolution?
1.2 In the Digital Transformation, Ambidexterity Is a Key Leadership Skill
1.3 Overview of Chapters
1.3.1 Objective and Solution Approach
1.3.2 Structure of the Book
References
2: Success Through Ambidextrous Communication
2.1 Ambidexterity in Orchestrating Innovation
2.1.1 Key Competence for the Digital Transformation
2.1.1.1 What Happens in the Digital Transformation?
2.1.1.2 Mental Model for the Digital Transformation
2.1.2 Forms of Organizational Ambidexterity
``Balancing Act in Management Practice´´
Summary: Ambidexterity Is a Key Competence
2.2 Ambidexterity Is a Leadership Task
2.2.1 Leadership in a Hybrid World
2.2.2 Leadership as a Result of Social Interaction
2.2.2.1 Transactional and Transformational Leadership
Example: Transactional and Transformational Leadership at Fraunhofer
2.2.2.2 Blurring Boundaries Between Leading and Being Led
Case Study: Power Vacuum
Summary: Detach from the Predefined Managerial Role
2.3 Ambidextrous Leadership Through Communication
2.3.1 Three Fields of Action for Communication in Companies
2.3.2 Two Natures of Communication: Transmission and Reality Construction
2.3.2.1 Communication Is Transmission
2.3.2.2 Communication Is Reality Construction
2.3.2.3 What It Means for Leaders in the Innovation Environment
2.3.3 Ambidextrous Communication
2.3.3.1 Research Project in Industry 4.0
2.3.3.2 The Model of Ambidextrous Communication
Example
Summary: Communication Promotes Ambidexterity
2.4 Conclusion: The Gift for Something Completely New
References
3: Breaking New Ground
3.1 In the Blue Ocean
3.1.1 New Processes for the Digital Transformation
3.1.2 Demand for New Leadership Skills
Summary: Keystone Leadership
3.2 Leaving the Organizational Pyramid
3.2.1 Pyramid, Network, Ecosystem
3.2.2 Network Communication for the Organization 4.0
Summary: A New Leadership Paradigm
3.3 Courses of Action
3.3.1 Ecosystem Thinking
3.3.1.1 Innovation Ecosystems for the Commercialization of Disruptive Technologies
3.3.1.2 Managing Adaptive Structures
3.3.1.3 The Seven Steps of Ecosystem Management
Example
Summary: Resilience Through Ecosystem Management
3.3.2 Excursus: Agile, Communication-Based Operating System
Agile Working in Journalism: A Comparison
3.3.3 Design Thinking as a Common Language
3.3.3.1 Creativity as the Process of Social Interaction
3.3.3.2 Design Thinking Changes Culture and Mindset
``Fostering Creative Confidence´´
3.3.3.3 The Steps in Design Thinking
3.3.3.4 Innovation and Play
3.3.3.5 Leadership Shapes Corporate Mindset
``New Role for Leaders´´
Summary: Design Thinking Can Be Used in Multiple Ways
3.4 Conclusion: Just Start
References
4: Improving Your Current Business
4.1 In the Red Ocean
4.1.1 Beat the Competition
4.1.2 Shaping Times of Transition
4.1.2.1 The Intermediate State
4.1.2.2 Celebrating the Past
Summary: Addressing People in Today´s Business
4.2 Using the Organizational Hierarchy
4.2.1 Hierarchy as Opportunity for Efficiency
``Efficiency Through Hierarchy´´
4.2.2 Communication for the Efficient Organization
Summary: Top-Down, Formal and Centralized
4.3 Courses of Action
4.3.1 The Common Denominator
4.3.2 Reaching Your Goal at High Speed: Communication Is Planned Carefully
4.3.2.1 Town Hall Meetings
4.3.2.2 Intranet Articles/Video Messages/Articles in the Employee Magazine
4.3.2.3 Classic Print Media
4.3.2.4 Social Media and Communities
4.3.2.5 Official Reporting: The Meeting Minutes
4.3.2.6 The Campaign
4.3.3 Excursus: Communication for Innovation
Example: Winning Stakeholders for an Innovation
Summary: Communication Equals an Election Campaign
4.4 Conclusion: Communication Is Value Creation
References
5: Connecting the Two Worlds
5.1 In Another Universe
Summary: Flight into Space
5.2 The Flyover
``It is a Self-Directed Team´´
Summary: Creating the Context
5.3 Courses of Action
5.3.1 Writing Exercise
5.3.2 The Innovation Context
5.3.3 The Communication Tools for Ambidexterity
5.3.3.1 Communicating the Vision of the Future
``The Art of Finding the Right Balance´´
5.3.3.2 Communication of the Strategy
``Ambidexterity Is Everyday Business´´
5.3.3.3 Integration of the Two Worlds Through Communication
5.3.3.4 Reconfiguration Through Communication
Summary: ``Turned Inside Out´´
5.4 Conclusion: Ambidexterity Needs Courage
References
6: Ambidextrous Leadership in Times of Crisis
6.1 Does the Virus Eat Up Leadership?
6.2 Interview 1: Constanze Holzwarth, Top Management Consultant
``Now Is the Time to Be Visible´´
6.3 Interview 2: Wiltrud Pekarek, HALLESCHE Krankenversicherung
``We Need Double Ambidexterity Now´´
6.4 Interview 3: Thomas Fischer, MANN+HUMMEL
``It´s All About Empowering People´´
6.5 Interview 4: Karin Pahl, Resilience Expert
``Resilience Is Inherent in All of Us. It Can Be Trained´´
6.6 Interview 5: Frank Riemensperger, ACCENTURE
``Reboot into the New, Changed World´´
6.7 Interview 6: Gregor Pillen, IBM
``It Is Peaceful Coexistence´´
Peaceful Coexistence! Building an Ambidextrous Culture
6.8 Conclusion: Fearless Through the Crisis, Ready for the Leap
Seven Impulses for the Time After the Crisis
References
7: How to Take Action
7.1 Communication Is the Most Important Leadership Tool
7.2 The Six Essences of Ambidextrous Leadership
The Essences of Chaps. 1-6:
7.3 Epilogue: Training the Beginner´s Mind
References
