Small owner-managed service firms must have the ability to create thoughtful and intriguing ideas to satisfy the needs of their clients. These firms use a diversified operating model which requires each project to be unique, which in turn requires an innovative strategy that is difficult to maintain. These firms need to exploit their current base by being creative and making each solution better than the last while also creating strategies to attract new clients. To satisfy both needs, service firms wanting both incremental and radical change must be able to simultaneously seek out new solutions. This type of dual approach would require the firm to become an ambidextrous organization. To examine the ambidextrous organizational theory, I conducted a single case study within a small owner-managed service firm to understand how it is successful and how it differs from other firms. The goal is to extract value gained by the firm to help small owner-managed firms become more ambidextrous and improve their competitiveness in their industry.