Ambidextrous leadership is the art of balancing exploration and exploitation, enabling a business to innovate and adapt while maintaining operational excellence.
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When we think about strategy and execution as an infinite game, it becomes less about focusing on the endpoint (the goal) and more about building the necessary skills that will allow us to play the game of business indefinitely.
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We don’t have the answers for a future that is uncertain, but we can develop the skillsets needed to expertly navigate an unclear path.
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A VUCA world demands from us a different approach to strategic leadership and a greater contribution from individuals at all levels of the organisation. By developing our capacity for adaptivity we become more skilled at recognising opportunities and threats, faster at responding to them, and more confident in our ability to make good decisions.
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It can be extremely difficult to disidentify from something we were previously engulfed in. Are we willing to unlearn?
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If message and method work together in harmony, the need for behaviour change is not forced – it's discovered.
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Have you have ever worked in an organisation, or in a division, where senior leaders have proposed a new strategy or idea, and you instinctively had that gut feeling it wasn’t going to fly?
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