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Why HR and L&D need to get up to speed with Ambidexterity to revolutionise Developing Dynamic Capabilities, Talent Pipeline and Strategy today.

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What you will learn

Disruption as a Growth Strategy

Is your competitive landscape being disrupted by companies that a few years ago barely existed?

Has your firm enjoyed spectacular growth due to a novel value proposition but is now struggling to translate the breakthrough into a sustainable business model?

If any of these questions resonate with you, then you need to get up to speed with Ambidexterity, a management concept that is being embraced by leading companies across the industrial spectrum to revolutionise their approach to organisational development, leadership and strategy in the 21st century. 

Join us for a talk debating these and other questions to understand the concept of organisational ambidexterity and why it is critical to HR and L&D.

Learn what is Organisational Ambidexterity
Understand how businesses are adopting it
Learn how this can be integrated into your leadership development strategy

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Meet our Guest

Ian Turner

Ian Turner  is an independent consultant in Executive Development and Management Learning with over 35 years experience in the field.

Ian is an experienced executive education designer and teacher with a track record of success within the education management industry and helping organisations to improve performance and agility through designing high-quality learning experiences in leadership development.

For 12 years Ian was Managing Director and Executive Director at Duke Corporate Education, a world leader in executive development. Based in Duke CE’s European headquarters, Ian designed and led senior leadership programmes for a number of major global companies, including: Statoil, Bosch, Electrolux, HeidelbergCement, Atlas Copco, Bombardier, Astra Zeneca, Deutsche Telekom, Daimler Financial Services, Nokia, Standard Chartered Bank and E.ON. Clients value Ian’s depth of expertise in the field, his ability to engage with a company’s organisational challenges and his skill in co-creating innovative solutions.

In his earlier career Ian was a Professor of Business Strategy at Henley, one of the UK’s leading business schools. He draws on his background in strategy and organisational development and combines it with an understanding of how adults learn to create lasting impact through dramatic learning interventions.

Learn more about Ian Turner
Marieluise Maiwald, Learning and Development consultant, Headspring Faculty Member and Coach
Meet our Guest

Marieluise Maiwald

Marieluise Maiwald is an internationally-experienced learning and development consultant, Headspring Faculty Member and Coach.

Born and raised in Germany, Marieluise has lived, worked, and studied in the US, the UK, France, and Switzerland, which definitely built her resilience and adaptability.

Her career included in-house roles with Google and Novartis as well as external roles with Columbia Business School, Headspring and Duke Corporate Education. Her experience encompasses a wide variety of sectors spanning from pharmaceuticals to technology, manufacturing, FMCGs, aerospace and telecommunications.

Marieluise is also a highly effective, internationally-experienced leadership consultant, coach and educator well-known for her strengths in the design and delivery of creative, virtual and experiential learning interventions as well as large scale programmes with a focus on the delivery of leadership and innovation topics.

Learn more abut Marieluise Maiwald

In this Episode

What is the essence of ambidexterity in organisational structure? The idea of an ambidextrous person is somebody who is equally capable of writing or working with both their left and their right hand. And by extension, thinkers in organizational studies have used this to apply to organizations that are equally adept at both "exploit and explore." Most of us in business don't have the luxury of just stopping doing the old stuff and starting doing something completely different. We have shareholders, we have employees, we have other stakeholders that we have to satisfy. So it means that we have to continue doing the stuff that we are known for in our core business and working out what we're going to do in the future. And that's really the essence of this term: Ambidexterity.
How can ambidexterity be applied in times of disruptions? While it's a gold standard for an ambidextrous leader to shift effortlessly from one side to the other and just be the kind of inconsistently consistent leader, very often in real life, we see that we have teams at the top who completely shattered. Disruption is one of those things we're gonna have to learn to live with. But it does really focus on how you respond, particularly if you're an established company, to the threat of disruption. The only thing you can do is constantly reinvent yourself.
As you get more senior in the organization, the demands on you are actually to be much more ambidextrous. Ian Turner
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