PPT-On Becoming an Ambidextrous

Organization October 2015 Ryan Frederick Special Presentation to Section I Where Have We Come From and Where Are We Now Page 4 Penetration Rate Flat 900K units 500K units 15M units. Yet the trade offs to balance this tension are difficult and most often tilted toward exploitation where the power is gra nted ibid The idea of ambidexterity Duncan 1976 Tushman and 2575265HLOO5735957347573645737257372573695735657347VXJJHVWV57347WKD The same is true in organisations Sustainable performance needs organisations to exploit current knowledge at the same time as exploring new knowledge The necessary focus and coordination results in what has been called organisational ambidexterity Ambidextrous approach brPage 2br the way in which changes occur in an organization Change process brPage 3br departments that initiate change such as research and development engineering design and systems analysis Creative departments brPage 4br th Schmitter European University Institute September 2012 Democratization is an ambidextrous process On the one hand let us say the left one it triggers a universalistic set of events processes and symbols Citizens acquire human rights and civic free Ambidextrous approach organization. departments that initiate change, such as research and development, engineering, design, and systems analysis. Creative departments the generation of novel idea Unit . 4 . Vocabulary. 1) . Acquiescence . n.. Agreement with a statement or proposal to do something. We cannot sit in silent . acquiescence. to the incredible injustice of the government’s actions.. BW. The focus on the battle’s effects on . Heorot. . and its furnishings primarily serves to emphasize . (. A) the monetary losses the Danes are incurring . (. B) the intensity of the struggle between . BW. The focus on the battle’s effects on . Heorot. . and its furnishings primarily serves to emphasize . (. A) the monetary losses the Danes are incurring . (. B) the intensity of the struggle between . Rolf A. Faste Director, Product Design Design Division, Mechanical Engineering Department Stanford University, Stanford CA 94305-4021 September 15, 1994 Abstract ME 313, Ambidextrous Thinking, was c e Collaborative, Ambidextrous EnterprisePaul AdlerBusiness Policy and Professor of Management and Organization Director of The Center for Workplace TransformationRutgers University, USAcch@heckscher BW. The focus on the battle’s effects on . Heorot. . and its furnishings primarily serves to emphasize . (. A) the monetary losses the Danes are incurring . (. B) the intensity of the struggle between . AMultiple-level Study of Absorptive Capacity, Exploratory Despite the importance of reconciling exploration and exploitationwithin organizations, however, relatively little empirical research hasimpli Time. Selection & Retention. Explore x N. Exploit. Less. More. Less. More. Focus. Explore x N. Constructed from . Tushman. , M., & O’Reilly, C. (1997). . Winning through innovation : a practical guide to leading organizational change and renewal. Christopher Martin. Advisor/Sponsor: Dr. Stapleton. 2.2 Sensor Glove Controller. Background and Motivation. Basic Idea: combine sensor technologies with alternative ways of controlling a wheelchair. Most, if not all, wheelchairs on the market are limited to joystick controls..