No need generalized answer ok answer full correct ok. Wk 5 Discussion Forum: Trends in Leadership There are currently four perspectives on ambidexterity (structural, contextual, temporal, and as a form of leadership). The article on the ambidextrous organization confronts the oldest issue of this problem: How to exploit core competencies and also explore for innovation as a form of structure. A traditional way of looking at this problem is to allocate exploitation to operations and exploration to R&D. Recent developments though point out that the "structural ambidexterity" needs to be built throughout a company via company culture. For example, you might have a start-up or smaller firm that may need to embed both more quickly. (See Birkenshaw & Gibson) In today's economy, though, many companies may need to shift between exploitation and exploration at different points in life cycles and as a dynamic capability. For example, a company in a start-up phase may emphasize an exploratory focus but then may need to turn and reach a point of exploitation focus during its maturity phase. Yet to renew its capacity and potentially to maintain both as vital functions for quality/efficiency with an innovation, a company and its HR practice must translate ambidexterity into its leadership function (see the "Ambidextrous CEO") and leadership succession planning practices. Given this perspective, and for this week's forum discussion, as a leader, how might you deal with these levels of ambidexterity? Think of Amazon. Think of Leslie Brinkman. Think of your own organization. What implications might they have on the culture of the organization? Why is it ambidexterity neccesary given current rates of disruption and digital transformation? . For example, a company in a start-up phase may emphasize an exploratory focus but then may need to turn and reach a point of exploitation focus during its maturity phase. Yet to renew its capacity and potentially to maintain both as vital functions for quality/efficiency with an innovation, a company and its HR practice must translate ambidexterity into its leadership function (see the "Ambidextrous CEO" and "Ambidexterity as a Dynamic Capability") and leadership succession planning practices. Given this perspective, and for this week's forum discussion, as a leader, how might you deal with these levels of ambidexterity? Think of Amazon. Think of Leslie Brinkman. Think of your own organization. What implications might they have on the culture of the organization? Why is it ambidexterity necessary given current rates of disruption and digital transformation?