Mastering disruptive business models: lessons from cross-industry case vignettes

Purpose Disruptive business models (DBM) are essential to navigate intense competition and market volatility. Yet, incumbent companies face internal obstacles when trying to develop these models alongside their existing business. Ambidexterity theory offers solutions, allowing companies to simultaneously explore DBMs while exploiting traditional ones. In this study, we show how tailored approaches to ambidexterity offer substantial potential for addressing incumbents’ obstacles to DBMs, enabling them to remain at the forefront of innovation. Design/methodology/approach This study extends the findings of a recent systematic literature review (Stoiber et al., 2023) that identified seven approaches to ambidexterity. We enhance these insights by illustrating their practical applicability through case vignettes, featuring seven disruptors operating across industries. Findings The study reveals actionable lessons for incumbents in navigating a set of nuanced ambidextrous structures to address unique obstacles. The roadmap guides practitioners through identifying key obstacles, configuring integration or separation features and applying ambidexterity at structural, temporal or contextual levels. Practical implications This study offers structured guidance to industry practitioners on the selection of appropriate ambidextrous structures by providing a three-step roadmap. Originality/value Our case insights underscore a more nuanced approach to ambidexterity that addresses the often-overlooked practical complexities of implementing DBMs alongside established BMs. Moving beyond structural, temporal and contextual classifications of ambidexterity, we encourage managers to select structures that effectively target inherent obstacles to incumbents’ disruptive potential.