In successful ambidextrous organizations, according to the O'Reilly and Tushman study, the traditional and new units were shielded from each other so that they each focused attention and energy on its own operations, products, and customers.

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The study found that there were many factors. The organizational separation ensured that the distinctive processes, structures, and cultures of the new unit were not overwhelmed by the forces of business as usual. The established units were shielded from the distractions of launching new businesses, and they continued to focus all of their attention and energy on refining their operations, enhancing their products, and serving their customers.

In Successful Ambidextrous Organizations, According to the O'Reilly and Tushman