Post by account_disabled on Oct 20, 2023 23:36:31 GMT -5
When managing innovation , you need to know how to increase the efficiency of your business. To do this, you need to understand how to manage your different sources of value . In this context, organizational ambidexterity is a way of maintaining a balance of these activities. Thus, short and long-term objectives are integrated into an innovation that coexists with the organization's other investments. In short, control of radical innovation is achieved with incremental innovation . In this article, learn more about the concept of organizational ambidexterity and its application in the current business scenario .
What are your main points? Why can this concept help in your management? Check it out below. What is organizational ambidexterity? The moment of decision-making in a company impacts investments. And when talking about management and innovation, a common mistake is to stick to just one type of investment. In February 1991, James G. March, a professor at Stanford, released his study Exploration europe mobile number list and Explotation in Organizational Learning . Or, in a loose translation, Exploration and Exploitation in Organizational Teaching . In it, March proposes that there is a risk when focusing on just one type of activity. In that case: Exploration actions: activities aimed at experimentation. In the context of the company, these are new ways of generating value. The radical innovation of unique products and services and the risk in decision making are directly linked to this activity. Exploitation actions: activities aimed at the refinement and efficiency of processes. In the context of the company, these are ways of developing already established products and services. Small improvements and incremental innovation in existing products are examples of exploitation actions.
Therefore, what makes an organization successful in innovation is its ability to innovate and still be efficient. As we have seen, innovation is a risky act. And dealing with risk in all spheres of the company cannot always be reduced to radical innovation. You need to take care of the base. Organizational ambidexterity precisely defines this capacity and the need for its balance. However, how to deal with activities of different natures within the same organization? Can your company take risks while making safe investments in what it already knows? At what point do big brands face organizational ambidexterity in practice? Next, find out more about these points.
What are your main points? Why can this concept help in your management? Check it out below. What is organizational ambidexterity? The moment of decision-making in a company impacts investments. And when talking about management and innovation, a common mistake is to stick to just one type of investment. In February 1991, James G. March, a professor at Stanford, released his study Exploration europe mobile number list and Explotation in Organizational Learning . Or, in a loose translation, Exploration and Exploitation in Organizational Teaching . In it, March proposes that there is a risk when focusing on just one type of activity. In that case: Exploration actions: activities aimed at experimentation. In the context of the company, these are new ways of generating value. The radical innovation of unique products and services and the risk in decision making are directly linked to this activity. Exploitation actions: activities aimed at the refinement and efficiency of processes. In the context of the company, these are ways of developing already established products and services. Small improvements and incremental innovation in existing products are examples of exploitation actions.
Therefore, what makes an organization successful in innovation is its ability to innovate and still be efficient. As we have seen, innovation is a risky act. And dealing with risk in all spheres of the company cannot always be reduced to radical innovation. You need to take care of the base. Organizational ambidexterity precisely defines this capacity and the need for its balance. However, how to deal with activities of different natures within the same organization? Can your company take risks while making safe investments in what it already knows? At what point do big brands face organizational ambidexterity in practice? Next, find out more about these points.