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This book describes how to establish an organic quality in an organization that will improve its agility and sustainability. It provides a model of innovation based on a collaborative network enabling both co-creation and organizational ambidexterity. At the core of this book is a work-based training framework featuring the discovery of the subject matter by learners in a participatory and experiential manner. Established organizations are often more focused on the exploitation of their current products or services which can lead them to miss opportunities to innovate which, in turn, can result in them losing their leadership positions in the markets they serve. This book describes how it is possible to establish an organic quality in an organization which will make it more agile, that is to say better able to learn and to reconfigure itself to respond to market opportunities or to create new opportunities without affecting the existing organizational structure. A model of innovation, based on a collaborative knowledge network from which innovation-project teams can be assembled and adapted, will enable both co-creation and organizational ambidexterity. This will enable an organization to become more agile. This book makes the case that the ingredients for the development of such capabilities already exists within an organization’s ranks in the untapped creative potential of its employees and its associates. It also promotes the notion of extending the network beyond an organization’s traditional boundaries, relating it to other forms of open innovation. At the core of this book is a work-based training framework adapted to adult learners based on the principles of adult learning and education (ALE). This practical book concludes with recommendations on how to make the initiative sustainable and how an organization can derive a competitive advantage from it.