For the undisruptable CEO, the ability to be ambidextrous is essential—and elusive. How can CEOs cultivate ambidexterity in both themselves and the organizations they lead?
July-September | 2020
The continuous flow of business disruption has changed investor attitudes and expectations. Once focused almost exclusively on increasing profits by enhancing efficiency, financial markets and boards now expect CEOs to simultaneously optimize the current business model and inspire the company to search for the next one.
As the environment has evolved, so, too, has the successful CEO, meeting the challenges of relentless disruption by becoming what we have termed “undisruptable.” The Deloitte CEO program’s research in this sphere, initially described in “Can CEOs be un-disruptable?” asked a fundamental question of 24 seasoned chief executives: “How can a CEO avoid being disrupted in today’s turbulent markets?”
Of the attributes this research identified as inherent to undisruptable CEOs, the ability to be ambidextrous is perhaps the most essential—and the most elusive. But how can CEOs cultivate ambidexterity both in themselves and in the organizations they lead?
The Deloitte Insights article explores three key principles for developing this ability that CEOs can adopt to make ambidexterity an integral part of their organization’s culture.
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