Part 5 - Intervention and complementary testing

So far, we have proposed a new model reconciling with the detected anomalies symptomatic of the limitations found in our literature review as we forced the tracking of the unknown’s management and induced effects across organization. Decisional ambidexterity considers the mutual conditioning between exploration and exploitation to actually use as an action generator through the design of decision. The pivotal role of decision-designing in the unknown, for networking, sensemaking or organizing collective action was demonstrated with our two comparable case studies.

The first chapter deals with an in vivo case where the researcher actively contributed to the project’s trajectory by distilling and adapting the decisional ambidexterity model. Zodiac Oxygen Europe was working on a new pilot oxygen device project within the CleanSky2 program and with Airbus as partner. We expose how the researcher intervened and the results of such intervention. Moreover, we come back on the Multi-BU Committee steered by the Executive Committee where the PhD candidate repeatedly attended over 2,5 years. It was a management device that represented several features of decisional ambidexterity.

The second chapter looks at another output of the researcher when participating to the global program of operational excellence: Zodiac Aerospace Operational System. Several procedures were written for Product Development and Innovation. We present the improvements brought by the researcher offering a place for decisional ambidexterity. Furthermore, we add some input regarding several side workshops held by R&T managers who regularly exchanged on innovation practices in their respective BUs. The researcher had the occasion to test and validate his ideas with them.