Multidexterity: Reframing Strategic Agility for Hyper‐Transformation

ABSTRACT Organizations experiencing hyper‐transformation—continuous, multidimensional, accelerated, and simultaneous organizational changes—face some limitations in traditional strategic agility and ambidexterity frameworks. Current strategic agility emphasizes rapid responsiveness but insufficiently addresses the nuanced management of varying speeds, including strategically slowing down and actively waiting. It also concentrates on transformational change, with limited appreciation of the situations when incremental change proves equally or more effective. Meanwhile, traditional ambidexterity focuses on balancing exploration and exploitation but overlooks the crucial intermediate phase of extrapolation, essential for systematically scaling innovative solutions. Moreover, ambidexterity, whether structural or contextual, lacks the necessary flexibility for hybrid organizational configurations. Addressing these theoretical gaps, this article introduces “multidexterity” as an advanced conceptual framework extending strategic agility and ambidexterity. Multidexterity provides an adaptive decision‐making approach enabling organizations to strategically sequence and dynamically calibrate their transformation efforts, thereby effectively navigating hyper‐transformational environments.