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Some organizations are obsessed with being first. First to market. First to raise funding. First to launch something bold. But in the rush to innovate, they often forget how to scale. That is where the Organizational Ambidexterity Framework calls time out. It does not reward activity. It rewards balanced progress.

This framework defines two core strategic dimensions:

Exploitation — improving existing systems and offerings to drive margin, quality, and delivery consistency.

Exploration — investing i

Automation has a substantial influence on improving Operational Excellence and Decision Making. Executives' strategic decision-making abilities are being enhanced by Machine Learning (ML) in an increasing number of firms nowadays.

Global research done by MIT Sloan Management Review in collaboration with Google, involving 4,700 CEOs and a number of Key Informant Interviews, indicates that ML is increasingly transforming how firms generate and analyze value. This is largely due to the capacity of

The strategic objectives of publicly traded companies are communicated to investors and the general public.  Websites, annual financial reports, and the Form 10-K are crucial resources for understanding a company's core offerings, competitive advantage, and market position.

Research on available documents of publicly traded companies reveals crucial information regarding their Strategies and Strategic Priorities.  In 2014, MIT Sloan Management Review performed research on Strategy Implementation.

Disruptive change has put a tremendous strain on organizations and their IT departments.  The capabilities of the IT talent is declining due to inadequate technical education and aging workforce.  Legacy systems and diverse IT applications are frequent across most organizations.  Mergers and Acquisitions have become a norm, pushing vendors to form alliances.  Mobile devices, tablets, and social media have been quite common across employees of almost all organizations.  Cloud Computing and softwa

The role of corporate functions, traditionally, has been to conduct the various service-oriented specialized tasks necessary to run the business.  Corporate functions are of strategic significance in achieving organizational objectives yet their role at most enterprises is kind of contractual at best.  These units assist in routine operations, facilitate other business units, and manage conflicts and relevant pressing matters.  For instance, the Human Resources (HR) function is typically respons

Majority of pharmaceutical companies are persisting with decade old processes and routines.  They have transactional relationships with suppliers, lack of concerted efforts to progress ahead, and no vision to reap productivity rewards.  The reasons for continuing with these traditional practices include tax regimes, regulatory hurdles, and stable revenues from customers dependent on existing industry offerings.

Disruption—spurred by technological Innovation, fluctuating customer demand patterns,

Business and technology resources are aligned using Enterprise Architecture (EA) in order to achieve strategic results, improve organizational performance, achieve Cost Optimization and Operational Excellence, and guide departments to fulfill their central missions more efficaciously.

Federal Enterprise Architecture Framework (FEAF) does that for any U.S. federal agency and helps systems transcend interagency boundaries.

Planning is one of the most important elements for bringing about change in a

Enterprise Architecture (EA) conveys management best practices for positioning business and technology resources to fulfil strategic goals, enhance Organizational Performance, and guide departments to achieve their core missions more successfully via Operational Excellence.

The Federal Enterprise Architecture Framework (FEAF) realizes this goal for U.S. Federal agencies and assists systems surpass interagency boundaries.  FEAF facilitates through documentation and information, and conveys a summa

Restructuring becomes essential at some stage in the lifecycle of any organization.  In order to emerge triumphant through this tumultuous challenge, it is necessary that the focus remains on the challenges impeding the organization, Strategy Development  to tackle the challenges, and prioritizing Strategic Initiatives to deliver radical results that lead the organization to Operational Excellence.

Redeployment is the most significant phase in the Restructuring process.  Within Redeployment, the