The speed of change in economy and society has continued to increase over the past decades. For this reason, agility is currently on everyone's lips.

With the shift to agility, organizations gain enormously in adaptability, but at the same time a consequential problem comes to the fore: the social integration of the organization.

The question arises how companies can increase their ability to innovate and at the same time safeguard their ongoing business and maintain internal cohesion?

Agility and stability must not be seen as separate phenomena, but as two mutually dependent poles of tension. The task of leadership is to manage this tension. In designing the ambidextrous organization, companies can learn a lot from James Bond and Eastern philosophy,

Dr. Hans Joachim Gergs has been teaching change management and organizational theory for more than 18 years in various Executive MBA courses at the Business School of the Technical University of Munich and has teaching assignments at the University of London and the University of Heidelberg. Furthermore, he has been working part-time in the change management department of a large German car manufacturer for 17 years and is partner of the Society for Empirical Organizational Research (www.gfeo.eu), a spin-off of the University of Regensburg. His research and consulting activities focus on management and leadership as well as organizational theory and change management.