Organisations are faced with an ever-accelerating strategic challenge; the need to focus effort on the here and now, while also adapting to new customer needs, constant evolution of the technology landscape and unforeseen regulatory and geopolitical change.
Most organisations focus on the current, at the expense of the future, unable to get the balance of resource allocation right to remain competitive in the long term. Those that can effectively balance the two are considered ambidextrous, effectively exploiting current sources of revenue while simultaneously exploring potential new ways to make a profit, often through innovation. In this perspective we explore two ways to embed ambidexterity: structurally and contextually.