The Chief of Staff can use several practical tools and frameworks to operationalize ambidexterity in Swedish organizations. OKR (Objectives and Key Results) is a powerful tool for visualizing and balancing both operational and innovative goals at all levels. The Stage-Gate model helps to structure innovation processes in clear phases with decision points, reducing risk and enabling systematic prioritization. Horizon planning (e.g., McKinsey 3 Horizons) makes it possible to divide initiatives into different time horizons – from core operations to radical innovation – and ensure that resources are distributed in a balanced manner. Portfolio dashboards provide an overview of both efficiency and innovation projects and support data-driven decision-making. Contextual ambidexterity, where teams and individuals are trained to switch between different working methods based on the situation, can also be effective in flat Swedish organizations. By combining these tools and adapting them to the Swedish consensus culture, CoS can create structures that support both current efficiency and future innovation.