Creating The Ambidextrous Organization
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Transcript of Creating The Ambidextrous Organization
How Leaders Jump the Curve and Make
Change Happen!
• John Pisapia, Professor
Florida Atlantic University
Founder, SLN
Access the paper here
3/26/2015 Pisapia, J. 2009. The Strategic Leader
Whadda we going to do today?
Get on the Same Page
Review the Power of the Curve
Building an Ambidextrous TrustBridge
Understand the Difference of being Mission Focused and Opportunity Focused
How Lead by being Mission Focused
How to Lead by being Opportunity Focused
3/26/2015 Pisapia, J. 2009. The Strategic Leader
The Power of the Curve
The Nature of Change
3/26/2015 Pisapia, J. 2009. The Strategic
Leader
W h y d o w e n e e d t o L e a d D i f f e r e n t l y ?
The Power of the Curve
43/26/2015
Disruptive Innovation
The Strategic Leader Network
Mind The Gap
3/26/2015 Pisapia, J. 2009. The Strategic Leader
The Lessons of the Curve
In the Gap, we must be Ambidextrous!
3/26/2015 Ian McCarthy 2015
• Pursue two different modes of leading and 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
3/26/2015 Ian McCarthy 2015
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.
3/26/2015 Ian McCarthy 2015
WHY IS IT IMPORTANT?
Exploitation Exploration
Lon
g te
rm p
erf
orm
ance
Low
Hig
h
Mode of Leading and Learning
• Premise: Organizations 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 the rate and direction of change.
The Minds we Need
3/26/2015 Pisapia, J. 2009. The Strategic Leader
I n t h e G a p !
Unfortunately, “We can't solve problems by using the same kind of thinking we used when we created them.”
“Think Different”
“Think Differently”3/26/2015
In the Gap we need :
A mind that is curious, flexible, and wise AND
The Thinking skills that make it possible to recognize
• Patterns,
• Make sense out of seemingly unrelated information.
• Enable us to switch from a strategic mindset -“Why and What” - to a tactical mindset -“How and When” - in a rapid and iterative process when appropriate.
Pisapia, J. 2009. The Strategic Leader3/26/2015
The Genesis of Strategic Thinking
Causal ReasoningAnalytical
Critical
Linear
Strategic Thinking
Analytical
Critical
Synthetic
Integrative
Adaptive
Innovative
Creative ReasoningAdaptive
Integrative
Innovative
To Take the Strategic Thinking Questionnaire (STQ)
3/26/2015 Pisapia, J. 2009. The Strategic Leader
Picture This
Pisapia, J. 2009. The Strategic Leader3/26/2015
Cre
ativ
e R
ea
so
nin
g
Causal Reasoning
High
HighLow
S t ra te g i c T h i n k i n g
Managerial Thinking
Entrepreneurial Thinking
3/26/2015 Pisapia, J. 2009. The Strategic Leader
Pisapia, J. 2009. The Strategic Leader3/26/2015
Thinking is not enough
The ability to think is a necessary
condition for effective leadership.
“However, Leadership must inevitably be
performed through action, not cognition”
(Denison et al. (1995, p. 524).
We have a Plan!!
3/26/2015 Pisapia, J. 2009. The Strategic Leader
Now What?
Making it Happen!
Pisapia, J. 2009. The Strategic Leader
Mission Focus
Opportunity Focus
Leadership Behavior
Entrepreneurial Behavior
We Have a Plan
3/26/2015
Here is One Way!
Mission FocusedPisapia, J. 2009. The Strategic Leader3/26/2015
Definitions
Leader
1. A person who influences a group of people towards the achievement of a goal.
2. A person who produces change and movement, establishes direction, aligns people and structures, and focuses on results.
Leadership1. Leadership is a process
of social influence which maximizes the efforts of others, towards the achievement of a goal.
2. Leadership is the process of persuasion or example by which an individual induces a group to pursue objectives held by the leader and shared by followers.
3/26/2015 Pisapia, J. 2009. The Strategic Leader
Picture This
Pisapia, J. 2009. The Strategic Leader3/26/2015
The SL Method (SLM)
What is going on here?
What needs to happen here?
How do we make it happen?
How do we keep making it happen?
Here is Another Way!
Opportunity FocusedPisapia, J. 2009. The Strategic Leader3/26/2015
Definitions
Entrepreneur1. A person who starts a
business and is willing to risk loss in order to make money.
2. A person who takes an idea, product or service and does whatever is necessary to introduce it to the marketplace where it can produce revenue.
EntrepreneurshipEntrepreneurship is the pursuit of opportunity without regard to resources currently controlled.
(Howard Stevenson Harvard professor, 1975)
Entrepreneurship involves the nexus of three phenomena: The presence of an opportunity, and enterprising individuals Who can ‘see it’ and are capable enough to respond it to it, Irrespective of existing resources (Shane & Venkataraman, 2000, p. 218
3/26/2015 Pisapia, J. 2009. The Strategic Leader
TO ‘SEE IT’, YOU MUST BE ABLE TO IDENTIFY
NEW MEANS-ENDS RELATIONSHIPS.
“OPPORTUNITY” implies an offering that is
novel in one or more of four ways:
1. Pioneering a truly innovative
product;
2. Devising a new business model;
3. Creating a better or cheaper version
of an existing product; or
4. Targeting new sets of customers.
3/26/2015 Pisapia, J. 2009. The Strategic Leader
3/26/2015 Pisapia, J. 2009. The Strategic Leader
Managerial Thinking
Strategic Thinking Entrepreneurial Thinking
Managerial Role Predict what will happen next, target individuals who can help them.
Navigate by focusing on their identity, knowledge, and relationships.
Pursue ideas and push through reality to create new opportunities.
Guiding Question What SHOULD I do?
What CAN I do and SHOULD I do it?
What CAN I do?
Outcome Share in existing market.Outcomes are fixed.
Shares in existing markets or creating new markets based on opportunities that arise.
Creates new market.Outcomes are not fixed or limited.
Ideas on Profit/Loss Focus on defined strategies to maximize returns
Focus on maximizing returns and affordable loss.
Focus on affordable loss.
Ideas on Competition Focus on analyzing competition in red ocean.
Focus on both analyzing competition, finding blue oceans, and creating strategic alliances.
Focus on creating strategic alliances and finding blue oceans.
3/26/2015 Pisapia, J. 2009. The Strategic Leader
Managerial Thinking
3/26/2015 Pisapia, J. 2009. The Strategic Leader
M1
GOAL
M2
M3
M4
M5
Entrepreneurial Thinking
3/26/2015 Pisapia, J. 2009. The Strategic Leader
O1
O2
O3
O4
O5
Making something out of Nothing by using Creative Reasoning to Imagine numerous possibilities with the means available.
3/26/2015 Pisapia, J. 2009. The Strategic Leader
The Behaviors that Drive Entrepreneurial Action
• Risk Taking - the willingness to take bold actions by
committing resources to new projects in the pursuit of an
opportunity even when the project has an uncertain
outcome.
• Innovativeness - the willingness to support new ideas,
novelty, creative processes, and experimentation which may
result in opportunity recognition, resource allocation, new
products, technological leadership, and services.
• Pro-activeness - the ability to anticipate future
environmental changes and demand, find and exploit
opportunities, and act upon them by launching new products,
services, and technologies ahead of competitors. 3/26/2015 Pisapia, J. 2009. The Strategic Leader
3/26/2015 Pisapia, J. 2009. The Strategic Leader
The Aim is to become more enterprising / entrepreneurial
The Entrepreneurial Method Sarasvathy, 2001, p.20
• Assess your means! Who are you? What do you know a lot about? Who you know.
• Be means driven rather than goal driven. What can you do with the means available?
• Invest what you can afford to lose at each step. Limit downside potential. Evaluate opportunities based on whether the downside is acceptable, rather than on the attractiveness of the predicted upside.
• Find the others and Share the Risk , secure pre-commitments, and Co-create the future.
• Embrace and leverage surprises rather than remain tethered to existing goals. Serendipity and surprise are good.
• Focus on things you control - means, processes.
3/26/2015 Pisapia, J. 2009. The Strategic Leader
3/26/2015 Pisapia, J. 2009. The Strategic Leader
Be Means Driven
Assess your Means
Find Committed Partners
Embrace Serendipity
Strategic Thinking
Risk Taking
Proactiveness
Affordable Loss
Innovativeness
Putting it all together
Focus on what you control
3/26/2015 Pisapia, J. 2009. The Strategic Leader
3/26/2015 Pisapia, J. 2009. The Strategic Leader
Want [email protected]
• Pisapia, J. (2009). The strategic Leader: New tactics for a globalizing world. Charlotte: NC.
Information Age Publishing
• Join one of SLN's Global Learning Communities!
3/26/2015 Pisapia, J. 2009. The Strategic Leader