Based on interviewing 14 firms, this thesis makes three contributions. First, we provide evidence for a better understanding of how these three types of firms (Digital Born, Capital Intensive, Consulting) approach and conduct experiments from a statistical/numerical perspective, as well as from a strategic one. In this regard, we can highlight that almost all of the "born digital", adopt Data-Driven approaches to experimentation and many of them are taking experimentation to the next level, thinking about AI that will make basic experiments fully automated and autonomous in offering useful insights for decision-making; as for the strategic point, the "born digital" adopt integration approaches when confronted with ambidexterity. For capital-intensive companies, the most suitable method of experimentation is the use of sprints, as the Data Driven model is much more complicated for them to implement. The resulting business structure emphasizes differentiated approaches to ambidexterity, thus a differentiation between organizational units. Consulting firms tend to experiment on their clients by organizing themselves into repeated sprints to implement, test and improve prototypes, so like capital intensive they are very much towards a differentiated approach to ambidexterity. Second, we offer a new perspective on the present correlation between the forces of culture, experimentation, ambidexterity, democratization, ethics, and gamification. In the literature, the antecedents of experimentation are environmental, organizational, and managerial factors (Lavie, Stettner, and Tushman 2010), but we believe it is important to add culture, experimentation, and gamification as well. While democratization, ethics, and culture of failure are ranked as drivers of antecedent forces. Finally, we built on the "Test and Earn" model proposed by (Davenport, 2009) that explains the six key points for an effective testing process by adding some influencing factors (drivers/triggers) from the organizational culture part of this study: leadership, ethics, failure, and democratization. Since this model is designed for data-driven companies, our addition allows for a validation and extension of the model regarding "born digital" companies. At the same time, adapting this model to the other two types of companies surveyed, we believe will be of interest to researchers and practitioners alike.
Basata su interviste a 14 aziende, questa tesi dà tre contributi. In primo luogo, forniamo prove per una migliore comprensione di come questi tre tipi di aziende (Digital Born, Capital Intensive, Consulting) approcciano e conducono esperimenti da una prospettiva statistica/numerica, così come da una strategica. A questo proposito, possiamo evidenziare che quasi tutti i "nati digitali", adottano approcci Data-Driven alla sperimentazione e molti di loro stanno portando la sperimentazione al livello successivo, pensando all'AI che renderà gli esperimenti di base completamente automatizzati e autonomi nell'offrire insight utili al processo decisionale; per quanto riguarda il punto strategico, i "nati digitali" adottano approcci di integrazione quando si trovano di fronte all'ambidestria. Per le aziende “capital intensive”, il metodo di sperimentazione più adatto è l'uso di sprint, poiché il modello Data Driven è molto più complicato da implementare per loro. La struttura aziendale che ne risulta enfatizza approcci differenziati all'ambidestria, quindi una differenziazione tra le unità organizzative. Le società di consulenza tendono a sperimentare sui loro clienti organizzandosi in ripetuti sprint per implementare, testare e migliorare i prototipi, quindi come le capital intensive sono verso un approccio differenziato all'ambidestria. In secondo luogo, offriamo una nuova prospettiva sull'attuale correlazione tra le forze di cultura, sperimentazione, ambidestria, democratizzazione, etica e gamification. In letteratura, gli antecedenti della sperimentazione sono fattori ambientali, organizzativi e manageriali (Lavie, Stettner e Tushman 2010), ma noi crediamo che sia importante aggiungere anche cultura, sperimentazione e gamification. Mentre la democratizzazione, l'etica e la cultura del fallimento sono classificati come driver delle forze antecedenti. Infine, abbiamo costruito sul modello "Test and Earn" proposto da (Davenport, 2009), che spiega i sei punti chiave per un processo di testing efficace aggiungendo alcuni fattori di influenza (driver/triggers) della parte della cultura organizzativa di questo studio: leadership, etica, fallimento e democratizzazione. Dato che questo modello è progettato per le aziende Data Driven, la nostra aggiunta permette una convalida ed estensione del modello per quanto riguarda le aziende "nate digitali". Allo stesso tempo, abbiamo adattato questo modello agli altri due tipi di aziende intervistate (Non Data Driven), crediamo che sarà di interesse sia per i ricercatori che per i professionisti.
Managing experimentation to develop an ambidextrous organizational culture : evidence from a cross-industry analysis
MENCI, ANDREA;MATTINO, ANDREA
2020/2021
Abstract
Based on interviewing 14 firms, this thesis makes three contributions. First, we provide evidence for a better understanding of how these three types of firms (Digital Born, Capital Intensive, Consulting) approach and conduct experiments from a statistical/numerical perspective, as well as from a strategic one. In this regard, we can highlight that almost all of the "born digital", adopt Data-Driven approaches to experimentation and many of them are taking experimentation to the next level, thinking about AI that will make basic experiments fully automated and autonomous in offering useful insights for decision-making; as for the strategic point, the "born digital" adopt integration approaches when confronted with ambidexterity. For capital-intensive companies, the most suitable method of experimentation is the use of sprints, as the Data Driven model is much more complicated for them to implement. The resulting business structure emphasizes differentiated approaches to ambidexterity, thus a differentiation between organizational units. Consulting firms tend to experiment on their clients by organizing themselves into repeated sprints to implement, test and improve prototypes, so like capital intensive they are very much towards a differentiated approach to ambidexterity. Second, we offer a new perspective on the present correlation between the forces of culture, experimentation, ambidexterity, democratization, ethics, and gamification. In the literature, the antecedents of experimentation are environmental, organizational, and managerial factors (Lavie, Stettner, and Tushman 2010), but we believe it is important to add culture, experimentation, and gamification as well. While democratization, ethics, and culture of failure are ranked as drivers of antecedent forces. Finally, we built on the "Test and Earn" model proposed by (Davenport, 2009) that explains the six key points for an effective testing process by adding some influencing factors (drivers/triggers) from the organizational culture part of this study: leadership, ethics, failure, and democratization. Since this model is designed for data-driven companies, our addition allows for a validation and extension of the model regarding "born digital" companies. At the same time, adapting this model to the other two types of companies surveyed, we believe will be of interest to researchers and practitioners alike.| File | Dimensione | Formato | |
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Thesis Mattino Menci.pdf
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https://hdl.handle.net/10589/177621