“I am ambidextrous. I can drink with both hands. It‘s a gift.”
How cool would it be to be truly ambidextrous? Admittedly, we’re pretty good at going around with a drink in each hand. While this might give us a small advantage when partying, it doesn’t really make us ambidextrous. Real ambidexterity is very rare and, unfortunately, cannot be trained. Bummer!
What we cannot achieve as humans is a major goal for us as a company: in the corporate context, the term ambidexterity describes the ability of organisations to be efficient and flexible at the same time. Specifically, this means we want to respond to our customers’ short-term requests and optimise existing processes through improvements and a better efficiency, while at the same time having the potential of adding new value in a radically innovative way. Sounds easier than it is. Why? We can rarely break new ground in day-to-day business. So, we must create the structural and cognitive framework for this: the WORK@SAPERED.
Reading tip on “Organisational Ambidexterity”: The Ambidextrous Organization (hbr.org)
Get out of the day-to-day business
Once a month we set our status to “Do Not Disturb” and are no longer available. As a company, we then pick up the metaphorical second drink and make sure that we make an impact. In a first round, everyone in the team can suggest topics. The colleagues can then either join a topic or advance their own projects. We then get to work in the groups that are formed this way. We read, we tinker, we prototype, we reject, we get angry, we make breakthroughs, celebrate success and develop our future. In short, once a month we don’t do what we think is particularly important (often more urgent than important), but what we think is particularly valuable. And we talk about it: we get together after work, present the results of the day to each other and toast to them. The metaphorical drink finally becomes real; the effect achieved will also be different.
What do we expect from this?
- To be always competitive.
- To be flexible. Change is not a challenge, but an opportunity.
- To strengthen our corporate culture: breaking new ground and any setbacks are seen as opportunities to learn and make room for creativity.
- To take on responsibility.
- To work to get results.
Feel free to contact us at email@example.com if you would like to find out more about how we design WORK@SAPERED and how we use it.