The book contains new chapters on Intel, Japanese firm AGC, and another on how to get started on Ambidexterity using the Ideate, Incubate, Scale approach. Since the original edition in 2016, the authors have continued to work with leaders of organizations around the world confronting disruptive change. With updates to every chapter, including new examples and analysis, this fully revised edition incorporates the lessons and insights that the authors have gained in the past ﬁve years. Two new chapters critically examine the role of organizational culture in promoting or hindering ambidexterity and its underlying fundamental disciplines. Using examples from ﬁrms such as Microsoft, General Motors, and Amazon, O’Reilly and Tushman illustrate how leaders can align their organization’s cultures to ﬁt the needed strategy, and how ideation, incubation, and scaling approaches, when used altogether, can successfully develop new growth businesses.