The article decodes Organizational Ambidexterity by revisiting theoretical concepts and proposing new interpretations. It suggests that 'Exploration' is like 'Learning by Research' and 'Exploitation' is like 'Learning by Application'. The paper identifies dimensions of Ambidexterity, factors influencing the balance between exploration and exploitation, and ways to achieve this balance. It also highlights organizational structures, processes, HR practices, leadership, and culture types that help develop and nurture ambidexterity.