Organizational ambidexterity is about an organization being able to be both effective in its current operations (exploitation) and innovative for the future (exploration). The O’Reilly & Tushman model describes this as a balance between refining and streamlining existing processes and exploring new business models, products, or markets. The Chief of Staff (CoS) has a unique position to enable this balance by acting as a bridge between the strategic vision of management and the operational day-to-day work. The CoS can initiate and coordinate parallel processes where some teams focus on core business operations while others are given the mandate to experiment and drive innovation. By creating structures for knowledge exchange and learning between these parts, as well as ensuring that both short-term and long-term goals are clear, the CoS can help the organization not get stuck in either too much efficiency or too much experimentation. The role requires that CoS constantly balance supporting stability with driving change, and being able to communicate the importance of both perspectives to the entire organization.