Lecture 6: Organisational capabilities II: Innovation (STRA5) Reading: Charles A. O'Reilly, Michael L. Tushman, Organizational Ambidexterity in Action: How Managers Explore and Exploit, California Management Review 53(4), Summer 2011 Case: William R. Kerr, Federica Gabrieli, Emer Moloney, Transformation at ING (A): Agile, Harvard Business School case 818077, May 2018. Case study questions: 1. ING has been among the most aggressive banks in terms of transforming its practices around technology. Is such aggressive change universally needed for banks? 2. What important roles have ING leaders played in this transformation? What specific actions would you commend or critique? 3. Does the ING Netherlands system now seem complete (at least for a decade to come)? 4. Should ING launch "cross-border agile" with the same "big bang" mentality used in the first agile implementation