Ambidexterity in the boardroom: A core capability to improve effectiveness

The achievement of board effectiveness has been the subject of substantial research and merits continued investigation. The topic has prompted many important and complex questions, all of which can be summarized by an enduring enigma: Why do similar boards of directors that govern comparable organizations and apply the same good governance practices perform differently? Solving this enigma involves more than checking off a list of success factors; it also requires identifying a core capability that brings these factors together. The capability in question is board ambidexterity, which can be summed up as the ability to harmonize and reconcile extremes or opposites. Based on the paradox perspective, this article addresses twelve dualities, explaining and illustrating them with survey data and quotes from in-depth interviews with CEOs and board chairs. The link between ambidexterity and board effectiveness is examined, as well as potential imbalances that boards can experience. Since developing ambidexterity is more an art than a science, this article proposes a diagnostic tool to help governance committees and boards examine their level of ambidexterity. It also suggests a general approach to navigating diverse dualities.