Transforming to an agile enterprise – How to handle the challenge of organizational ambidexterity

Abstract

The digital transformation is more and more penetrating our world of working. Enterprises expect more productivity and opportunities for optimized performance by increasing use and integration of innovative technologies. But – it’s not only about intelligent algorithms and autonomous systems, but also about employees’ autonomy. Technology can support, but not replace specific human abilities and needs. Some aspects of high relevance in this regard are for example emotion and experience, problem solving and communication skills as well as the ability for quick adaption to environmental influences. Nowadays cognition, flexibility and creativity rule. Employees and customers demand individualized solutions, suitable tools and task-oriented working methods and environments. The way people are going to do their business and work in the future is advancing from rigid value chains to dynamic value networks. This also means that the nature of cooperation is no longer a clear stable dictum, but rather more flexible, dynamic and agile with many different and changing stakeholders and within a global context. Prior to that, well-established structures dissolve, working hours and spaces are getting flexible true to the slogan: »Work whenever and wherever and with whom you want«. Non-territorial work and sharing concepts are the new normal. Designing the future of work and building an agile enterprise requires an intelligent combination of innovative working concepts, agile organizational architectures and modern technologies enabling exploitative and explorative innovation simultaneously – and it’s the task of management and leadership to support these abilities. But how to get there? The study examines central characteristics and milestones in the key enabling fields and presents a transformation roadmap towards the agile enterprise.