The Ambidextrous Organization (HBR 2004)

O’Reilly, C.A. & Tushman, M.L. (2004) - Harvard Business Review, Vol. 82, No. 4, pp. 74-81

Practitioner article by Charles O’Reilly III and Michael Tushman presenting empirical evidence for structural Organizational Ambidexterity. Examining 35 attempts at breakthrough innovation, they found that over 90% of ambidextrous structures succeeded, while none of the cross-functional or unsupported teams reached their goals. Case studies of USA Today and Ciba Vision illustrate how separating exploratory units from traditional ones, with different processes, structures, and cultures, while maintaining tight integration at senior executive level, enables both radical innovation and incremental improvement.