Ambidextrous leadership: how to build future-proof business growth

Greta Faccio1, Valentina Lorenzon2
1 Scientific consultant for innovation, St. Gallen, Switzerland.
2 Career and Business strategist, London, United Kingdom

This article discusses the need for leaders and organisations to move away from fixed decision-making patterns and towards new strategic approaches that encourage h

sly question and reassess their strategies and decisions, in order to develop the agility necessary to pivot, if needed. This iterative approach allows them to stay ahead of the curve and respond proactively to emerging trends and challenges.

2. Innovative in their thinking: the ability to think outside the box and seek new solutions increasingly becomes an essential skill for leaders who want to adopt ambidextrous leadership successfully. Leaders must be able to ‘connect the dots’ and then see opportunities when others only see problems. Leaders should foster a culture of creativity and innovation by encouraging employees to propose new ideas and solutions that can contribute to the long-term growth and competitiveness of the company. This includes creating an environment where individuals feel comfortable to share their ideas, even if they may not work.
Innovative thinking also involves being curious and constantly acquiring new knowledge, even if it means ‘unlearning’ what we already know. Leaders should develop a deep understanding of the environment in which they operate in by keeping informed on industry trends, technological advancements, and changes in consumer behaviour to identify potential opportunities for innovation. This place them in a good position to anticipate market shifts and position their organisations accordingly.

3. Equipped with meta-competencies: it is important to develop not only technical professional skills but also soft, interpersonal skills, such as emotional intelligence, creativity, and the ability to collaborate, at both individual and organisation level. These skills help leaders to better understand their employees, build trustful relationships with multiple stakeholders, and effectively manage a team in changing conditions.
Ambidextrous leaders should be equally skilled at managing processes and projects as well as people’s emotions and expectations. The ability to understand the needs and motivations of others helps create more collaborative, engaged and motivated teams who tend to perform better when working towards common goals.
So called meta-competencies also include the ability to communicate effectively with all types of stakeholders, both within and outside the organization. Leaders must be able to articulate their vision, inspire others, and build consensus around shared objectives. This requires strong communication skills and the ability to adapt their message to different audiences.

4. Risk conscious: leaders must be able to assess risks and make decisions that minimise potential negative consequences. This is especially important in conditions of ambidextrous leadership, where it is necessary to balance stability and innovation. The latter often brings about great new opportunities but also many challenges, so leaders should be prepared to take calculated risks based on limited amount of information. This includes understanding when and how to invest in new technology or working methods, as well as when it is time to pull back from a project to avoid further losses.
Effective risk management also involves developing contingency plans and being prepared for unforeseen events. Leaders should build resilience into their organisations and teams by diversifying their portfolios, investing in robust systems and processes, and fostering a culture of agility and adaptability.

The ambidextrous approach as an enabler of competitive advantage
It is increasingly apparent that fostering a dual mindset such as the one encouraged by the ambidextrous leadership model can be seen as the most effective approach to face the current complex and dynamic business challenges. Ambidextrous leadership will arguably play an increasingly important role in managing organisations in the future. In conditions of constant change and increasing uncertainty levels, leaders who can effectively combine different approaches and strategies will be in demand across all industries.
However, it is important to understand that future success does not merely depend on the adoption of ambidextrous leadership but also on the ability to adapt it to specific market, industry and organisational conditions. Moreover, ambidextrous leadership contributes to the development of innovation and the adoption of a resilient mindset. Companies and leaders who can quickly respond to change and find new ways of growing and evolving will have a significant competitive advantage.

In addition, the rise of new technology like AI and the increasing importance of data-driven decision-making further highlight the need for the adoption of ambidextrous leadership. Organisations must be able to leverage data, information and technology to drive innovation and optimise operations. Leaders who can balance the exploitation of existing data assets with the exploration of new technological opportunities will be better positioned for success within their specific industry.
As a result, organisations and leaders should encourage a new mindset based on continuous learning, high levels of flexibility and critical thinking. In a rapidly changing world, the ability to be flexible, innovative, and manage risk will become even more important. Furthermore, the growing importance of global issues like sustainability and social responsibility in business adds another layer to the adoption of an ambidextrous approach. Future leaders should shift their focus away from the traditional perspective based on financial results and towards the so-called triple bottom line, a well-known framework that looks at organizational performance across three different lenses: social, environmental and economical. This requires a holistic approach that balances a wider range of different requirements to create long-term value for all stakeholders.

In conclusion, ambidextrous leadership is a powerful tool for organisations and leaders who operate in highly uncertain, continuously changing business scenarios. It requires the acquisition and continuous development of a set of unique skills as well as the right mindset that allows them to comfortably switch between different strategic approaches. In our rapidly changing world, the ability to be flexible and innovative, as well as the confidence to manage risk and make timely decision will become critical factors to determine both a company’s and a leader’s long-term success. By embracing ambidextrous leadership, organisations can develop the strategy and mindset needed to be at the forefront of their sector and lead the way into the future, whatever shape it may take.