Abstract

Approximately 75% of all Standard & Poor’s 500 companies will be gone by 2027. The necessity for firms to swiftly adapt their strategic approach to the ever-changing conditions is greater than ever. To do so they need to ensure both short and long-term opportunities are fulfilled. A construct that can support them in doing that is called Design-Led Ambidexterity (DLA). A basis for DLA has been established in previous studies from a theoretical perspective based on two cases in large multinational companies. This study aims to further our understanding on the topic by investigating how an optimal foundation for DLA’s implementation can be built in a multinational mid-sized tech company. As a result, we suggest a new version of DLA and its frameworks to accommodate the gained insights. We also designed and are currently training employees in a new way of working that supports DLA’s implementation. Last but not least, our research provided new insights on the role design can play in achieving continuous stream of innovation.

Keywords:

design-led ambidexterity, ambidexterity, organizational design, design adoption

Creative Commons License

Creative Commons Attribution-Noncommercial 4.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial 4.0 License

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Jun 25th, 12:00 AM

Building the Foundation for a Design-Led Ambidexterity in a Medium-SizedTech Company

Approximately 75% of all Standard & Poor’s 500 companies will be gone by 2027. The necessity for firms to swiftly adapt their strategic approach to the ever-changing conditions is greater than ever. To do so they need to ensure both short and long-term opportunities are fulfilled. A construct that can support them in doing that is called Design-Led Ambidexterity (DLA). A basis for DLA has been established in previous studies from a theoretical perspective based on two cases in large multinational companies. This study aims to further our understanding on the topic by investigating how an optimal foundation for DLA’s implementation can be built in a multinational mid-sized tech company. As a result, we suggest a new version of DLA and its frameworks to accommodate the gained insights. We also designed and are currently training employees in a new way of working that supports DLA’s implementation. Last but not least, our research provided new insights on the role design can play in achieving continuous stream of innovation.

 

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