Managing the complexity of digital transformation—How multiple concurrent initiatives foster hybrid ambidexterity

Abstract Incumbent companies are launching digital transformation initiatives (DTIs) to cope with technological changes, challenging competitive environments, increasing customer demands, and other digitalization challenges. The DTI spectrum is broad covers structural contextual changes. Companies often launch multiple. concurrent DTIs, resulting in considerable organizational complexity. However, there has been very little research into the successful management of interplay between DTIs. Drawing on five aspects (strategic alignment, governance, methods/IT, people, culture) insights from three case companies, we elucidate DTIs’ interplay, illustrating that beneficial leads a complementary duality instead competing dualism ambidexterity. We explicate multiple DTIs can foster ambidexterity, which hybrid concluding ambidexterity coheres balances exploration exploitation efforts. Thereby, contribute better understanding their management, roles