02021nas a2200217   4500008004100000022001400041245005200055210005200107260001200159300001000171490000600181520141900187653002401606653001701630653001601647653002801663653002601691653003201717100001801749856003601767       2012                        eng d  a1927-032100aProcess Ambidexterity for Entrepreneurial Firms0 aProcess Ambidexterity for Entrepreneurial Firms  c04/2012  a21-270 v23 aTechnology-based entrepreneurial firms must effectively support both mainstream exploitation and new-stream exploration in order to remain competitive for the long term. The processes that support exploitation and exploration initiatives are different in terms of logistics, payoff horizons, and capabilities. Few firms are able to strike a balance between the two, where mainstream exploitation usually trumps new-stream exploration. The ultimate goal is for the firm to operate effectively in a repeatable, scalable, and systematic manner, rather than relying on good luck and hoping either to come up with the next innovation or for the product to function according to its requirements. 

This article builds on the author’s years of experience in building businesses and transforming medium and large-sized, entrepreneurial technology firms, leading large-scale breakthrough and sustained performance improvements by using and evolving Lean Six Sigma methodologies, and reviews of technology innovation management and entrepreneurship literature. This article provides a process-based perspective to understanding and addressing the issues on balancing mainstream exploitation and new-stream exploration in medium and large-sized entrepreneurial firms and extending it to startups. The resulting capability is known as process ambidexterity and requires disciplined, agile, and lean business management.
10abusiness management10aexploitation10aexploration10aperformance improvement10aprocess ambidexterity10atechnology entrepreneurship1 aBot, Sonia, D  uhttp://timreview.ca/article/547