Boardroom 2030
A guide for supervisory boards and advisory boards
This book shows how ambidexterity can help not only top management but also supervisory and advisory boards in their committee work during turbulent times.
It features contributions from Michael L. Tushman (Harvard Business School; renowned ambidexterity researcher) and Andy Binns (Change Logic, Boston), among others.
It has been a decade of global instability: AI, skills shortages, climate change, crises – ever-changing trends and developments are leading to major changes in the economy. While companies are securing their core business in an environment of unexpected events and risks, they are also preparing their future business models. For supervisory bodies, this means ...
working with management and the board to navigate increasingly complex decision-making processes in the core business while supporting them in ever faster transformations for the future. Driving both forward at the same time requires ‘ambidexterity’ – both from operational management and the supervisory board. Ambidexterity describes the ability of companies to secure and develop their core business while simultaneously building a new, profitable foothold for the future. This book shows how ambidexterity can help not only top management but also supervisory and advisory boards in their committee work in turbulent times.
Prof. Dr. Julia
Duwe
Julia Duwe is a professor of strategic transformation design, management consultant and long-standing executive in mechanical engineering companies in the field of digital transformation. She has extensive knowledge in the field of ambidexterity, including publications with Springer-Verlag, and a broad network in the corporate governance of German companies.
Julia Duwe studied journalism, business administration and American studies at Johannes Gutenberg University Mainz and the University of Bergen in Norway. From 2014 to 2017, she completed her doctorate at the European Business School (EBS) in Oestrich-Winkel on the role of ambidexterity among executives in high-tech companies. In 2018, her specialist book ‘Beidhändige Führung’ (Ambidextrous Leadership) was published by Springer Verlag, with a second edition appearing in 2020 and an English version (‘Ambidextrous Leadership’) to be published by Springer Verlag in 2022.
Prof. Dr. Julia Duwe on the Boardroom 2030
Voices from
the book
“At the end of the day, it comes back to the board. The board must be able to be strategically provocative around winning for today and creating conditions to win for tomorrow.“
Prof. Michael Tushman
“The conduct of a supervisory board MUST be impartial.”
Dr. Eberhard Veit
Stephanie Schorp, Comites GmbH
“We need a more advanced form of supervision. The transformation does not stop at the supervisory board either.”
Julia Ledermann
“In order to remain marketable, the core business must be stabilised and adapted. At the same time, we must observe and anticipate future trends in the Supervisory Board – for example, in the composition of the Executive Board, but also in our own composition.”
Prof. Manuela Rousseau
Sabine Eckhardt, Multiaufsichtsrätin
Interested in a lecture?
Would you like to learn more about ambidexterity on supervisory boards? Then please contact me for a keynote speech, a short presentation or an interactive dialogue. You will learn about the concept, discuss the areas of tension in the work of supervisory and advisory boards, and learn from practical examples how ambidexterity can facilitate committee work in turbulent times.
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