Combining organizational change management and organizational ambidexterity using data transformation

Purpose of the study is to propose a practicable data driven theory for the implementation and management of organisational change by combining the organization ambidexterity research and the organization change management research. This study is based on the qualitative approach and uses a single case (in-depth investigation approach) study to come up with a data driven theory which is usable in the context of organisational change management and organisational ambidexterity. Besides, in-depth interviews of change management practitioners, this study uses various sources of secondary information. Our study finds that owing to the reactive, ad-hoc, and discontinuous nature of change often triggered by external factors or internal crisis within the organization, an organization need to continually engage with the existing data. The outcome must be driven towards preparing for the change through data engagement, implementation and reinforcement. We found that in order to be successful it is essential to have a strategy, set up the right operating model, be clear on the scope of the change management work-stream and continuously monitor the progress through defined milestones and acceptance criteria. For companies targeting to achieve competitive differentiation through ambidexterity, a well-grounded change management program is the key for the success. Our study suggests that there is little work combining organizational change management and organizational ambidexterity from a practitioner’s point of view. Accordingly, we propose a new data driven organizational change management theory which we term as the tripod theory for organisational change management. A practitioner’s perspective on the topic using a case study of an insurance company’s data transformation and a framework for structuring the change management program makes a meaningful contribution to the existing literature.