This discusses ambidextrous management, which is the strategy of pursuing "exploitation" (deepening) of existing business lines and "exploration" into new, uncertain areas simultaneously to achieve long-term corporate growth.

Exploitation focuses on activities like efficiency and quality improvement in stable, existing operations, for which the PDCA cycle (Plan, Do, Check, Action) is the most suitable management framework. Conversely, exploration involves high uncertainty, such as new product or market development, where the rapid, observation-driven OODA loop (Observe, Orient, Decide, Act) is recommended for flexible decision-making.

It emphasizes that successfully implementing this dual approach requires clear, separate objectives for each activity, managerial support for risky exploration, and structured, although loose, cooperation between the two organizational functions.