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How can an organization both exploit and explore? Managers, consultants, and academics around the world have long wrestled with this question. Some have responded by developing a concept known as “ambidexterity,” an organizational capability of fulfilling both managerial imperatives at once. But simultaneously managing today’s business while creating tomorrow’s goes beyond being ambidextrous. There is a third, even more intractable problem: letting go of what made you great.
Read the entire post at Harvard Business Review>>