Agile for Ambidexterity - March 2019, The Hague
To operate or to innovate? In order to cope with a fast changing world, we need to adapt to survive, yet create value in the present. How can organisations experiment and be effective at the same time?
We would like to invite you to explore these issues together with problem owners, change agents and researchers at the event Agile for Ambidexterity at Leiden University, Campus The Hague, In March 2019. The event is organised in collaboration with PricewaterhouseCoopers (PwC) and Uitvoeringsorganisatie Bedrijfsvoering Rijk (UBR).
Curious what that looks like? You can find videos from past events here: (1) Impression video, (2) Cara Antoine (Microsoft), (3) Ard-Pieter de Man (Vrije Universiteit Amsterdam), (4) Bas Touw (Nuon), (5) Andy Sales (CA Technologies). You can find pictures from last year’s event here, and videos from past conferences on our video page.
Who should attend?
Are you a manager in a leading position or a higher civil servant? During the event, experts and speakers share their insights to inspire you on agility outside of individual organisations. During the workshops, participants can experience different innovation approaches in practice.
About Agile for Excellence
The Agile for Excellence (AE) initiative at Leiden University's Centre for Innovation ands its Future Work lab supports organisations with methods for ideation, development and management of products and services. We do this through research, advice and education. Learn more about our ecosystem and how we work here.
In order to facilitate the knowledge exchange we divide the event into: (1) keynotes, (2) workshops, and (3) drinks and networking.
**Program is subject to continuous improvement, stay tuned.
1. Managing organisational transformation with corporate startups
Christoph Selig (IST Innovation Institute)
To succeed in volatile markets, companies need to be capable in improving their core business efficiently, while simultaneously exploring radical innovation for future businesses. This poses a challenge to companies, since managing those different activities requires diverging, sometimes incompatible approaches. Even though this new type of "ambidextrous management" has been recognized as highly relevant, it lacks deeper knowledge on how to implement it in practice. Especially for the integration of entrepreneurial, innovation-driven units into an organisation that mainly focusses on incremental developments and process innovation. This workshop will deliver practical implications and learnings from more than 90 interviews with innovation program leaders and venture manager from German high-tech companies.
2. Ambidexterity in organisational agility – balancing operational adjustment with market capitalization: Insights from the agility scorecard
Dr. Marcel van Oosterhout (Rotterdam School of Management (RSM))
As the environment in which organisations operate becomes more complex and turbulent, organisations increasingly need to be able to respond to unexpected changes in their environment. These may be new opportunities, options, or possible risks. Sensing these changes and being able to adapt swiftly are becoming critical for organisational survival and creating value. A recent study by McKinsey shows that agile organisations excel at both stability and dynamism. Dynamic practices enable companies to respond nimbly and quickly to new challenges and opportunities (exploration), while stable practices cultivate reliability and efficiency by establishing a backbone of elements that don’t need to change frequently (exploitation). So organisations need to excel at operational agility, while at the same time they need to be open to explore and actively seize new business opportunities (market capitalizing agility). What does this ambidexterity require from organisations?
Based on in depth academic studies and several empirical projects this workshop explores the concept of organisational agility and the set of stable practices and dynamic capabilities that are required for organisations to achieve ambidexterity in organisational agility. It also discusses how you can assess the maturity of your organisation and improve your organisational agility via use of the agility scorecard. The agility scorecard is a logical framework and a measurement instrument that measures and visualizes the level of organisational agility, the enablers (i.e. capabilities to strengthen agility) and the effects of agility on the performance of the organisation. The scorecard supports organisations in assessing their agile maturity in relation to industry benchmarks. It allows them to monitor how their agility develops over time (via several measurements) and how it differs between different parts or units of the organisation.
3. What the VUCA?
Jeffry Sol & Vincent Troupin (E-dapt)
Customers should be at the heart of any operation. Rethinking strategies, meeting market demand and engaging with them is key. In today’s world a customer is loyal to your business until it has found a better alternative. The government is not excluded! During these tracks we will explore relevant studies and trends, share our vision on the two key domains to stay ahead of the curve and show how to use relevant methods and principles to lead a transformation and provide value to the customer.
4. DNA of the organisation, how can it contribute to the realisation of our societal purpose?
A case of the Ministry of Justice and Security (J&S)
Marjolijn Grijns (Min J&S), Jacqueline Kuyvenhoven (Min J&S), Jolijn Gerritsen (PricewaterhouseCoopers (PwC)), Roline Roos (PwC)
Last year the Ministry of Justice and Security investigated the unwritten rules in their own organisation. The results are known and made available to the public. This has now received the necessary political attention.
The program Manager of ‘J&S changes’ and the head of Policy and Innovation wonder in this workshop: How do we let the DNA of the organisation work for us? How can it contribute to the realisation of our societal purpose? The unwritten rules sometimes prevent things from moving. How can we best deal with it? How do we ensure the DNA works for us?
In the workshop the Ministry shares outcomes regarding the investigation and the issues that it produces. We bring together academic views, practical experience and the intelligence of the group together with the program Manager ‘J&S changes’ and the head of Policy and Innovation to help them move forward.
What view do you have? You are invited to contribute!
5. The Ambidexterity Dilemma Game: what dilemma’s do organisations face when practicing ambidexterity?
Lena van der Leije (PwC) & Linda Visser (PwC)
START! You make a start to move towards a more agile organisation: take the most important steps and know how to engage the organisaton. On the way the dilemma’s pile up: “How do we reward our employees now we work more agile?; What value do function profiles still have?; How to stay accountable for the decisions about investing public means?; How do we respond to: “okay, working in assignments with different departments is fun, but now I don’t get to do my actual work”?’
Luckily enough you get to take a CHANCE card to face the dilemma! Also, you can choose to take the COMMUNITY card and use the experiences of your fellow-participants.
PwC helps organisations to be an agile enterprise, to live their purpose in an effective and efficient way. We have seen a lot of small and big dilemma’s about dealing with having to innovate while running daily operations.
In this game we bring up the main dilemma’s organisations face, in a playful way.
The main goal is to offer participants to share their dilemma’s and experiences and offering possible solutions.
6. One I-ecosystem? Closer cooperation between government and colleges / universities in IT areas (Dutch)
Marc-Jan Kraaijenzank (UBR)
The government has a considerable IT ambition. This concerns on the one hand innovation within the business operations of the digital government. On the other hand it stimulates IT innovation within society (big data, smart cities, the Netherlands as a knowledge country for IT innovation, etc.). However, this mission appears difficult in the current tight labor market to attract and retain sufficient and qualified IT staff to realize this ambition. Colleges and universities are struggling to realize sufficient outflow of students due to scarcity of teachers and professors. The IT knowledge and skills of students, and the accumulation of knowledge in areas of expertise in education do not always match the needs from the government. Mutatis mutandis this also applies to business. What possibilities for closer cooperation do you see? Are there best practices or do you face a similar challenge?
In this workshop we want to discuss how to achieve closer cooperation between government and universities with the aim of:
- Increasing the number of IT students in training in relevant IT areas of expertise;
- Knowledge building in IT expertise areas that are relevant to the government;
- Development of more attractive IT training offer that better matches the government labor market (and the business sector)?
How to register?
When: March 2019 (date TBA), 09:30-17:30
Where: Leiden University - Campus The Hague, Turfmarkt 99, The Hague
The regular fee is € 295,- excl. VAT.
We look forward to seeing you in The Hague!