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  • April 2022 (Revised May 2022)
  • Case

Mastercard Labs (A) (Abridged)

By: Linda A. Hill, Sunil Gupta, Emily Tedards and Julia Kelley
When Ajaypal (Ajay) Banga became the CEO of Mastercard in 2010, he shifted the company’s competitive focus from card networks to cash itself. Mastercard’s new vision of a “World Beyond Cash” distilled into a three-pronged framework: Grow the core business, Diversify... View Details
Keywords: Organizational Behavior; Culture; Organizational Culture; Culture Change; Organizational Adaptation; Organizational Effectiveness; Alignment; Leadership; Leadership Development; Innovation; Innovation Ecosystems; Diversity; Collaboration; Co-creation; Learning Organizations; Empowerment; Ecosystem; Agility; Prototype; Experiment; Partnerships; Operating Model; Risk Management; Metrics; Payments; Financial Inclusion; Financial Industry; Ambidexterity; Corporate Innovation; Innovation Lab; Accelerator; Start-up; Intrapreneurship; Competitive Strategy; Business Model; Technological Innovation; Growth and Development Strategy; Digital Transformation
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  • April 2022
  • Supplement

Mastercard Labs (B)

By: Linda A. Hill, Sunil Gupta, Emily Tedards and Julia Kelley
When Ajaypal (Ajay) Banga became the CEO of Mastercard in 2010, digital technologies were on the rise, and innovation needed to become a strategic imperative at the company. Banga tasked Garry Lyons, who had joined Mastercard through the 2009 acquisition of Orbiscom,... View Details
Keywords: Organizational Behavior; Culture; Transformation; Organizational Culture; Culture Change; Organizational Adaptation; Organizational Effectiveness; Alignment; Leadership; Leadership Development; Innovation; Innovation Ecosystems; Diversity; Collaboration; Co-creation; Learning Organizations; Empowerment; Ecosystem; Agility; Prototype; Experiment; Partnerships; Operating Model; Risk Management; Digital Transformation; Metrics; Payments; Financial Industry; Financial Inclusion; Ambidexterity; Corporate Innovation; Innovation Lab; Accelerator; Start-up; Fintech
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  • 27 Apr 2016
  • Research & Ideas

How the FBI Reinvented Itself After 9/11

missions. Three, it could have simply rejected the new national security mandate. In reality, it didn’t play out in any of those ways. “Nothing in prior theory led us to expect what we observed—in essence, structural ambidexterity... View Details
Keywords: by Carmen Nobel
  • 28 Feb 2017
  • First Look

First Look at New Research, February 28

2017 Advancing Organizational Theory in a Complex World Getting Started with Ambidexterity By: Binns, Andrew, and Michael Tushman Abstract—This paper demonstrates the value of thinking about ambidexterity as... View Details
Keywords: Sean Silverthorne
  • 26 Apr 2004
  • Research & Ideas

A Clear Eye for Innovation

reason for working together. Like USA Today, Ciba Vision also revamped its incentive system, rewarding managers primarily for overall company performance rather than for the results of their particular units. The ambidexterity paid off.... View Details
Keywords: by Charles A. O'Reilly III & Michael L. Tushman
  • 02 Oct 2013
  • What Do You Think?

Is Leadership an Increasingly Difficult Balancing Act?

management. While acknowledging the growing entrepreneurial demands on leadership, others also recognize the need to simultaneously defend "sustainable competitive advantage." The concept of ambidexterity championed by Michael... View Details
Keywords: by James Heskett
  • 28 Jun 2016
  • First Look

June 28, 2016

Initiation to Graduation By: Raisch, Sebastian, and Michael Tushman Abstract—Large companies initiate many new businesses, but few of them reach scale. The ambidexterity literature describes how companies create exploratory businesses,... View Details
Keywords: Sean Silverthorne
  • 10 Mar 2009
  • First Look

First Look: March 10, 2009

Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance Authors: Sebastian Raisch, Julian Birkinshaw, Gilbert Probst, and Michael Tushman Publication: Organization Science (in press) Abstract Organizational View Details
Keywords: Martha Lagace
  • 02 Jun 2009
  • First Look

First Look: June 2, 2009

selection processes help organizations adapt in the face of technological and market changes. We show how this process, along with the concepts of organizational ambidexterity and dynamic capabilities, may help organizations survive over... View Details
Keywords: Martha Lagace
  • 10 May 2011
  • First Look

First Look: May 10

shifts from the corporate team to lower organizational levels when the new business initiative reaches economic and cognitive legitimacy. We use these insights to revise the organizational ambidexterity concept, considering the... View Details
Keywords: Sean Silverthorne
  • 05 Feb 2008
  • First Look

First Look: February 5, 2008

the last 15 years. We then turn to a discussion of how individuals and policy makers can use what has been learned about want/should conflict to help decision makers select far-sighted options. Ambidexterity as a Dynamic Capability:... View Details
Keywords: Martha Lagace
  • 03 Mar 2009
  • First Look

First Look: March 3, 2009

differentiated exploratory subunits and meta-routines that modify underlying processes. Ambidexterity requires operational processes that combine high levels of efficiency with the flexibility to evolve and improve over time. Thus, the... View Details
Keywords: Martha Lagace
  • 22 May 2007
  • First Look

First Look: May 22, 2007

greater success in the use of collaboration (reported in this paper). Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma Authors:Charles A. O'Reilly III and Michael L. Tushman Abstract How do organizations survive in... View Details
Keywords: Martha Lagace
  • 27 Sep 2011
  • First Look

First Look: September 27

Hoboken: John Wiley and Sons, forthcoming An abstract is unavailable at this time. Publisher's Link: http://www.wiley.com/WileyCDA/WileyTitle/productCd-1444334107.html Organizational Ambidexterity in Action: How Managers Explore and... View Details
Keywords: Sean Silverthorne
  • 17 Sep 2013
  • First Look

First Look: September 17

link: http://www.people.hbs.edu/tnicholas/Publicity_Prizes.pdf September 2013 Academy of Management Perspectives Organizational Ambidexterity: Past, Present and Future By: O'Reilly, Charles A., III, and Michael Tushman Abstract—Organizational View Details
Keywords: Sean Silverthorne
  • 19 Jan 2011
  • First Look

First Look: Jan. 18

In this article, Pozen presents a new model for the corporate board. Read the article: http://hbr.org/2010/12/the-big-idea-the-case-for-professional-boards/ar/1# M@n@gement in Times of Economic Crisis: Insights into Organizational View Details
Keywords: Sean Silverthorne
  • 08 Jul 2008
  • First Look

First Look: July 8, 2008

that compensatory fit can only work when there is a powerful informal organization already in existence and when the gains from ambidexterity are substantial. Further, depending on the strength of the informal organization, breakdown in... View Details
Keywords: Martha Lagace

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