Building an evolving ambidextrous organization is to ensure that the business is complex enough to act intelligently and nimble enough for driving changes promptly.
When jumping into the diverse, ambiguous, and dynamic “VUCA” digital new normal, business leaders need to envision and focus forward; judge the upcoming curves and obstacles on the path to go digital with unpredictable outcomes.
It’s about balancing physical organizational hierarchy and virtual cross functional interaction, developing a hybrid structure to improve business ambidexterity: Digital organizations are like the living system which has a dynamic nature and hybrid structure, with significant growth potential. Every business is a system which exists in an expanded business ecosystem. Either within the system or between the systems, certain levels of structure exist, otherwise, the interactions between organizational systems become chaotic and the system will start to break down. A hybrid organizational structure and process management can bring greater awareness of the intricacies and the systemic value of organizational processes, technologies, people dynamics, resource allocation, etc.
As the pervasiveness of an organization’s digitization journey increases, running an ambidextrous organization requires the balance of leadership & management; “old experiences” and “new ways to do things,” with the “listening and telling, “ “learning and doing” iterative continuum. Companies today must take the hybrid digital management practices to enable the seamless collaboration by mixing both virtual platform and physical interactions, encouraging broader conversations and interactions within its business ecosystem, increasing business agility and flexibility.
It’s about enhancing an iterative change and problem-solving continuum: The organizational boundaries are blurred nowadays, in order to overcome change fricion and improve organizational changeability, the hierarchy must balance the freedoms, responsibilities of the functional subsystems, total business system and enforce vertical accountability. So many companies pursue the “hybrid truth”- stability & dynamism by managing two separative, but coherent delivery modes. One focuses on the operational management responsibility for supporting; the other drives transformative changes boldly.
Digital is all about the rapid changes, blurred territories, expanded business horizons. The highly responsive digital organizations have to be solid enough to give some sort of meaning and open enough to its environment and respond to changes dynamically. Organizational leaders should motivate people to be well prepared, understand the learning curves, shape the macro-view which is mainly to know what to do, and micro-view which is mainly to know how to do it, improve business agility, truly make change happen, and solve real problems effectively.
It’s about building an inclusive workforce following the set of good principles and playing by the updated rules: It’s the hybrid, extended modern working environment, Organizations use social platforms, collaboration, sentimental analytics tools to communicate, learn, grow, engage diverse and intellect minds in brainstorming and co-solving problems, encourage the broader conversation and interaction with its business ecosystem and social value chain, developing human capital in terms of capacity building, strength enhancement.
Employee engagement and empowerment are important to build workforce competency. Today’s digital workforce has to continue learning and keep updating their skills and build their professional competency to proactively adapt to changes. The emerging digital computing technology enables the more seamless virtual platform, empower workforce to brainstorm thoughts and ideas, engage customers and partners to share feedback, enforce cross-functional collaboration and dot-connecting innovation.
It’s important to strike the right balance, deal with management paradox effectively: With “VUCA” new normal, there are many concepts that seem to be opposite, indeed, they are complementary to keep the world balanced such as creativity and process, personalization and standardization, etc. The paradox is the result of two opposing truths existing side by side, which can be both right. The best practice to deal with paradoxes is to understand complex situations and solve problems innovatively. It means balancing powerful, often paradoxical, priorities while delivering meaningful and invaluable results.
Operation is inside-the-box, and innovation is outside-the-box. Hence, organizations indeed need both, and in fact, cannot really exist without healthy leverage of both. The greater the efficiency of an organization, the greater the need is for creativity to maintain high performance in the long run. The best practice to deal with management paradoxes is to strike the right balance, no silo thinking, but take a holistic management discipline to manage the digital continuum with the nature of paradox innovatively.
As the pervasiveness of digitization journey increases, building an evolving ambidextrous organization is to ensure that the business is complex enough to act intelligently and nimble enough for driving changes promptly. Companies today must take the hybrid management practices to harness cross-functional communication and collaboration, increase business flexibility, and take all necessary actions without procrastination to improve, innovate, and strike the right balance of accelerating performance today and unlocking performance of tomorrow.