Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change
Publication Year: 1996
Journal: California Management Review
All managers face problems in overcoming inertia and implementing innovation and change. But why is this problem such an enduring one? Organizations are filled with sensible people and usually led by smart managers. Why is anything but incremental change often so difficult for the most successful organizations? And why are the patterns of success and failure so prevalent across industries and over time? To remain successful over long periods, managers and organizations must be ambidextrous - able to implement both incremental and revolutionary change.