Ambidextrous organizations are supposed to innovate successfully both in case of evolutionary and revolutionary change through managing multiple and contradicting organizational architectures. This paper extends the theory on ambidextrous organizations through an explorative double case study of the structural and cultural aspects of successful incremental and radical innovations in one organization. Empirical data and theory are compared iteratively to define and elaborate the key concepts and patterns. We discuss four main findings on the management of the 'hardware', the structure, and 'software', the culture, of the ambidextrous organization.