Ambidextrous Organizations: managing evolutionary and revolutionary change

Summary for agile leaders

Seminal article that makes the case for ambidexterity with examples of firms evolving but failing to transform (evolution not revolution). Flavours of Business Process Reengineering and some of the cases have proved to be unfortunate (eg Apple has prospered and BA was taken-over). Ignited interest in ambidexterity.

"In the long-run, managers may be required to destroy the very alignment that has made their organizations successful." P.24

Reviewed: 11 Nov 2022 by Russ Lewis

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Authors:

Michael L. Tushman, Charles A. O'Reilly III

Publication date:

1996

DOI:

10.2307/41165852

Link:

Google Scholar

My classifications

Topics:

Ambidexterity

Tags:

Abstract

Organizations evolve through periods of incremental or evolutionary change punctuated by discontinuous or revolutionary change. The challenge for managers is to adapt the culture and strategy of their organizations to its current environment, but to do so in a way that does not undermine its ability to adjust to radical changes in that environment. They must, in other words, create an ambidextrous organization-one capable of simultaneously pursuing both incremental and discontinuous innovation.

Cite as (Harvard referencing)

Tushman, M.L., O’Reilly, C.A., 1996. Ambidextrous Organizations: managing evolutionary and revolutionary change. California Management Review 38, 8–30

Ambidextrous Organizations: managing evolutionary and revolutionary change

Ambidextrous Organizations: managing evolutionary and revolutionary change

Summary for agile leaders

My classifications

Abstract

Cite as (Harvard referencing)

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