RESPONSIBLE ENTREPRENEURSHIP VISION DEVELOPMENT AND ETHICS

In search of balance. Managing ambidexterity in a fast growing techno-SME 357
Figure 6: Clarity of vision, mission, values and alignment at Ampelmann
Conclusions
Given the various ways to achieve ambidexterity and the limitations (and possibilities)
of an SME like Ampelmann, in this section, we discuss how they relate to the situation at
Ampelmann.
Outsourcing
Although Ampelmann outsources many subtasks, such as the detailed engineering or production
of components of the Ampelmann systems, this is not considered outsourcing in the
sense of ambidexterity. However, such a model is not likely to be viable for a company such
as Ampelmann, due to the tight cross-fertilization between the two activities. This close connection
between the two activities may have to do with the fact that Ampelmann mainly innovates
incrementally, which means that there is (and should be) a close link between exploitation
and exploration. For instance, lessons learned during exploitation may feed the innovation
processes (exploration).
Sequential attention
At the very outset, Ampelmann had a very distinctive sequential attention. With only one
system, they were either in operation or in the workplace to improve or maintain the system,
alternating sequentially between operations and (incremental) innovation. As the number of
systems grew, this distinction faded. However, a sequential emphasis can still be noticed. At
the moment, Ampelmann operates most of its systems in the European offshore market, a