Beyond ‘firefighting’ health inequalities in times of austerity: local authorities as ambidextrous organisations

Organisations such as LAs can meet both of their social and financial performance ambitions by acknowledging, and working through, simultaneous strategic and operational needs, which capitalise on the potential of both exploration of new solutions and the exploitation of what already works well. Decision-makers need to see goals as not mutually exclusive, and instead engage in strategy discussions that lead to coordinated actions across the full range of ambitions. We highlight the potential contribution of the concept of ambidexterity to help LAs manage their competing priorities. It puts forward the concept of LAs as hybrid organisations with politically appointed boards and professional organisational units that intrinsically manoeuvre between mission and market orientation.