This paper examines mechanisms to use lessons learned on individual projects within an organisation. A Delphi study highlighted the organisation's responsibility for incorporating knowledge from projects into a project management methodology. Knowledge from a project should be transferred through a centralised knowledge management function that should evaluate codified knowledge within the context in which it was generated, determine how the knowledge should be used, and maintain the explicit knowledge database and the knowledge flow process. Based on a literature review, structured interviews, archived data, and a Delphi survey, a framework for transferring knowledge to the organisation is proposed. The framework enables the organisation to motivate and guide knowledge transfer within a methodology that indicates where, when, and how knowledge transfer and use should take place. OPSOMMINGMeganismes om lesse wat op projekte geleer is in 'n organisasie te gebruik, is ondersoek. 'n Delphi studie het die verantwoordelikheid van die organisasie t.o.v. die inkorporering van kennis in 'n projekbestuur-metodologie uitgelig. Kennis vanuit 'n projek behoort via 'n sentrale kennisbestuur-funksie oorgedra te word. Hierdie funksie moet gekodifiseerde kennis evalueer in die konteks waarin dit ontwikkel is, bepaal hoe die kennis gebruik behoort te word, en die databasis asook die kennis vloeiproses instand hou. Op grond van die literatuur, gestruktureerde onderhoude, geargiveerde data en 'n Delphi opname, word 'n raamwerk vir die oordrag van kennis na die organisasie voorgestel. Die raamwerk stel die organisasie in staat om die oordrag van kennis te motiveer en te lei in 'n metodologie wat aandui waar, wanneer en hoe kennisoordrag en benutting behoort plaas te vind.

Innovation implies change that causes disruption. Ambidexterity is required to balance disruption and change with the counter side, stability, to enhance efficiency. This study set out to understand how the leadership of an organisation can ensure a focus simultaneously an explore logic, required for innovation, and the exploit functions that are needed for efficiency.Design/methodology/approach: This research sought to shed new light on how leaders manage the structural changes required within an organisation to support ambidexterity. It fits into the inductive research approach. A qualitative, exploratory study through semi-structured interviews was completed to enhance the understanding of this understudied phenomenon.Findings/results: The research builds on the current understanding of ambidexterity, different operating models, integration mechanisms and possible organisational structure to enable simultaneously explore and exploit. Respondents were able to suggest how organisations can utilise the ambidexterity continuum as a vehicle to understand the current organisational change logic and required future strategy. Practical implications:Based on the research findings, a model was conceptualised, which included the leadership capabilities required to deal with both existing core business and new venture processes and structures, as well as the integration of these disparate elements.Originality/value: The literature is not clear as to how leaders engender the changes required within the structure of organisations to enable ambidexterity. The research provides a framework that describes how organisations can balance the explore and exploit functions concurrently, as well as leadership capabilities required to achieve this.