Since its appearance, in the works of Duncan (1976) and those of March (1991), ambidexterity has been a real success in the sciences of organization and strategic management around the problems of innovation. Indeed, it contributes to balance between exploitation and exploration activities. The contribution to the performance and competitive advantage was also on the agenda. In the field of entrepreneurship, few researchers have addressed this issue (Meeks, 2012) despite its interest in entrepreneurial organizations. In the SME, the company and the entrepreneur are one. By definition, the entrepreneur-manager is, the backbone of the entrepreneurial process, and the issue of the ambidextrous is individual. This research is a conceptual one; it proposes to re-position the academic debate around the person of the entrepreneur and his action, in the light of works on organizational ambidexterity and those on entrepreneurial situations. This latter notion (Schmitt and al., 2015) takes into account three main variables widely analyzed in the field of entrepreneurship: opportunity, entrepreneur and context. The idea is to propose the concept of the “ambidextrous” entrepreneur as being the person who is able to explore and exploit simultaneously business opportunities by focusing on his individual abilities.