As a business continues to have imaginative ideas, it will become better structured to move these ideas into reality. Chapter eight stresses the importance of being a company that is not only capable of developing ideas, but also of leaving room for new discoveries. This dual ability is what makes a company an "imagination machine." The chapter briefly defines "mental ambidexterity," which in this context means a brain that is capable of both imagining and executing. The authors discuss different ways to sustain imagination in company members while still executing ideas. They break down tools to use when working with the entire company, including keeping information flow open and allowing time and space for reflection and flexibility. They acknowledge that it can be difficult to engage all employees at once and give some insight into sustaining imagination in a few select employees at a time. Finally, it discusses building an ecosystem within the company that is engineered to draw on ideas and imagination from external sources. Some common blocks mentioned involve being too internally focused to see external inspiration, the inability of employees to connect with each other, and feelings of resignation, before closing with games and questions.