This case study explores the challenges in anchoring the adoption and implementation of a new technology, i.e., a configurator in a B2B engineering organization. Following the call for empirical studies in this area, it specifically looks at the hurdles and ambidextrous tensions that could arise during the implementation phase, mainly from a managerial perspective. The study is based on a global maritime company, when developing and introducing a new parallel product line based on configured designs, i.e., designs created by a configurator. The empirical data includes 18 semi-structured interviews with employees involved in the configurator’s development and implementation, along with observations from a workshop attended by 23 participants. The findings of the collected data are broken down into four different themes: Anchored in history; Getting people onboarded; Not ready to ship; Who is the captain? Our findings highlight that even if organizations might be performing well and gaining significant profits in the exploitive projects at the present moment, they could devote some portion of the profits for the explorative smaller projects involving the new technology. This could help them in understanding how they can have a better system of the new technology that works, which they could expand upon in the future. It is also crucial for them to establish a strict framework that outlines to the customers as to what is achievable with the new technology. In some situations, a change of business model is needed, such as turning services for free to services for fee.