Expertise
Life belongs to the living, and whoever lives must be prepared for change. Johann Wolfgang von Goethe
Ambidexterity, from the Latin »ambi« (both) and »dexter« (right), describes the ability to use both hands equally well. Applied to organizations, it means managing efficiency and innovation at the same time, without sacrificing one for the other.
At its core, the concept joins two forces that seem opposed: Exploit (the focused use of existing strengths and resources) and Explore (the active opening up of new fields, ideas, and potential). Systemic ambidexterity treats these not as a contradiction, but as independent dimensions that both need to be developed and integrated on purpose.
The point is both-and instead of either-or.
| Exploit · Stability | Explore · Flexibility |
|---|---|
| Focus on efficiency and effectiveness | Reinvent and discover |
| Keep structures lean | Enable innovation and development |
| Optimize what exists | Create what is new |
| Less is more | More is more |
| Inside: processes and workflows | Outside: market and future |
Shape change, do not just survive it.
An integrative leadership concept: not a buzzword, but grounded in research since the 1970s and refined steadily ever since.
Optimize and innovate at once, because market pressure and transformation pressure arrive in parallel, not one after the other.
Connect the inside and outside view: stability at the core, adaptability at the surface.
A systematic frame: for analysis, setting goals, prioritizing, and measuring success at every level of the organization.
Backed by research: companies that develop all quadrants equally are demonstrably more successful, including financially.
A whole view of competence: people, teams, and structures are thought of as one, not looked at in isolation.
Ambidextrous management is the right approach when you recognize yourself in one or more of the following situations:
What matters is defining concrete goals and setting up a design process that holds. Clarity, direction, and commitment, developed together and structured so people can follow it.
BIB is the central framework for putting ambidextrous management in place and developing it further. Four content matrices (mandates, topics, roles, levers) form the conceptual foundation. Four fields of action structure the process.
CPE is an integrative approach to developing competence that combines diagnostic and qualifying methods. It accounts for different levels of competence (individual, team, organizational) and adapts to the demands of each organization.
schillinger.consulting verwendet Cookies. Zur Datenschutzerklärung
Die Cookie-Einstellungen auf dieser Website sind auf "Cookies zulassen" eingestellt, um das beste Surferlebnis zu ermöglichen. Wenn du diese Website ohne Änderung der Cookie-Einstellungen verwendest oder auf "Akzeptieren" klickst, erklärst du sich damit einverstanden.