Research & Innovation Consultant, Leiden University
Accelerated change and increasingly volatile markets, both triggered amongst others by the impacts of an increasing digital transformation challenge companies to implement dynamic capabilities. Companies need those capabilities for being able to instantly adapt to, better: anticipate changes in markets and customer preferences. Thereby, companies may leverage those changes as an opportunities rather than perceiving them as risks. For established companies though, this paradigm may be perceived even more challenging as they still need to optimize their existing core business while the concurrently may develop and build radically new businesses. This challenge, implementing both-handed or ambidextrous modes of management is the industrial core challenge in digital transformation. Embedded entrepreneurial teams, which iterate innovation along various dimensions of uncertainty as small, agile units, are one option to implement such modes. This however results in a higher level of organizational complexity that management needs to master by e.g. well balancing autonomy versus control. The key note addresses core concepts in this contexts, outlines several case studies and reflects managerial experience from those.
Director of the IST Innovation Institute & Lecturer University of California – Rady School of Management
Changing customer expectations, evolving technology, new regulations and the rise of Fintech and Big Tech. Just a few examples of the new reality for many large corporations. In this presentation we look at how we organize the needed digitalization & innovation at the Rabobank. What were and are the main challenges and dilemma’s on our journey towards reaching our ambitions? How did we ensure our strategy gets executed and leads to happy customers?
Head Digital Hub at the Digital Transformation Office of Rabobank
To succeed in volatile markets, companies need to be capable in improving their core business efficiently, while simultaneously exploring radical innovation for future businesses. This poses a challenge to companies, since managing those different activities requires diverging, sometimes incompatible approaches. Even though this new type of “ambidextrous management” has been recognized as highly relevant, it lacks deeper knowledge on how to implement it in practice. Especially for the integration of entrepreneurial, innovation-driven units into an organization that mainly focusses on incremental developments and process innovation. This workshop will deliver practical implications and learnings from more than 90 interviews with innovation program leaders and venture manager from German high-tech companies.
Senior Research Associate, IST Innovation Institute
As the environment in which organizations operate becomes more complex and turbulent, organizations increasingly need to be able to respond to unexpected changes in their environment. These may be new opportunities, options, or possible risks. Sensing these changes and being able to adapt swiftly are becoming critical for organizational survival and creating value. A recent study by McKinsey shows that agile organizations excel at both stability and dynamism. Dynamic practices enable companies to respond nimbly and quickly to new challenges and opportunities (exploration), while stable practices cultivate reliability and efficiency by establishing a backbone of elements that don’t need to change frequently (exploitation). So organizations need to excel at operational agility, while at the same time they need to be open to explore and actively seize new business opportunities (market capitalizing agility). What does this ambidexterity require from organizations?
Based on in depth academic studies and several empirical projects this workshop explores the concept of organizational agility and the set of stable practices and dynamic capabilities that are required for organizations to achieve ambidexterity in organizational agility. It also discusses how you can assess the maturity of your organization and improve your organizational agility via use of the agility scorecard. The agility scorecard is a logical framework and a measurement instrument that measures and visualizes the level of organizational agility, the enablers (i.e. capabilities to strengthen agility) and the effects of agility on the performance of the organization. The scorecard supports organizations in assessing their agile maturity in relation to industry benchmarks. It allows them to monitor how their agility develops over time (via several measurements) and how it differs between different parts or units of the organisation.
Senior Projectmanager, Rotterdam School of Management (RSM)
The Ambidexterity Dilemma Game: what dilemma’s do organisations face when practicing ambidexterity?
START! You make a start to move towards a more agile organization: take the most important steps and know how to engage the organisation. On the way the dilemma’s pile up: “How do we reward our employees now we work more agile?; What value do function profiles still have?; How to stay accountable for the decisions about investing public means?; How do we respond to: “okay, working in assignments with different departments is fun, but now I don’t get to do my actual work”?’
Luckily enough you get to take a CHANCE card to face the dilemma! Also, you can choose to take the COMMUNITY card and use the experiences of your fellow-participants.
PwC helps organisations to be an agile enterprise, to live their purpose in an effective and efficient way. We have seen a lot of small and big dilemma’s about dealing with having to innovate while running daily operations.
In this game we bring up the main dilemma’s organisations face, in a playful way. The main goal is to offer participants to share their dilemma’s and experiences and offering possible solutions.
Manager Change & Leadership, PwC The Netherlands
Senior Manager Change & Leadership, PwC The Netherlands
The government has a considerable IT ambition. This concerns on the one hand innovation within the business operations of the digital government. On the other hand it stimulates IT innovation within society (big data, smart cities, the Netherlands as a knowledge country for IT innovation, etc.). However, this mission appears difficult in the current tight labor market to attract and retain sufficient and qualified IT staff to realize this ambition. Colleges and universities are struggling to realize sufficient outflow of students due to scarcity of teachers and professors. The IT knowledge and skills of students, and the accumulation of knowledge in areas of expertise in education do not always match the needs from the government. Mutatis mutandis this also applies to business. What possibilities for closer cooperation do you see? Are there best practices or do you face a similar challenge
In this workshop we want to discuss how to achieve closer cooperation between government and universities with the aim of:
– Increasing the number of IT students in training in relevant IT areas of expertise;
– Knowledge building in IT expertise areas that are relevant to the government;
– Development of more attractive IT training offer that better matches the government labor market (and the business sector)?
(Note: this workshop takes place in the Dutch language)
Relation-/Project Manager, UBR
1. Agile: Transcending the borders of IT – Richard Oprins
Agile conquers across the borders of IT. With Agile fully-developed the more organizations become Agile. My study examines the challenges, advantages, practices, and rituals adopted by teams.
2. Collaborative Innovation: Learning In – With – From Projects – Dr. Pieter Frijns, Robert Bierwolf
Projects intend to effectuate change, and learning is key. Using a “Research through Project Management” (RtPM) approach, we share Dutch government research on project-programme-management practice in today’s VUCA and ambidextrous world.
3. Building and Implementing Design-Led Ambidexterity – Niya Stoimenova
Together with KLM and Barco, we developed a new mechanism that addresses common problems with ambidexterity and allows you to grow your insights into readily-implementable solutions.
4. Organizational-level ambidexterity – Dr. Oli Mihalache
This study proposes top management team (TMT) shared leadership as an important enabler of organizational ambidexterity. Moreover, we examine both how and when TMT shared leadership enhances organizational ambidexterity by considering two TMT processes as mediators and two elements of organizational structure as important contingencies.
Agile coach, Rabobank
Head Bureau Gateway, Ministry of the Interior and Kingdom Relations
Vice President, IEEE Technology & Engineering Management Society
AI Consciousness Researcher, TU Delft
Associate Professor of International Business, Vrije Universiteit Amsterdam
Research & Innovation Consultant, Leiden University
In a very interactive way, Allard will take the people during my lecture into what a great opportunity you have when you remove all fixed structures from your company and put the people back into their strength. This makes fun and effectiveness go hand in hand and all employees can become co-entrepreneurs again. This requires courage, trust and letting go. No lecture full of theory and science, full of anecdotes from practice how it can be done differently.
Professional dreamer, entrepreneur and bestselling author of the book: ‘Semco in de Polder’