Abstract
In this developmental paper, we aim to use ambidexterity as a theoretical lens to explore how corporate-wide agile transformations unfold over time. Strategy practitioners have an increasing involvement in using consultancy methods to support corporate-wide agile transformations. However, the strategic management literature is yet to discuss or examine what agile transformations are and how they are currently practiced in large incumbent firms. We propose a multiple case study of incumbent firms in traditional industries that are responding to recent pressures and trends to replicate or imitate the strategic agility that is found in the organizational designs of digital born firms. By conducting this qualitative research, we intend to uncover the strategic activities and everyday practices of what helps and hinders corporate-wide agile transformations.