學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Charting a Path Toward Integrated Solutions
內容大綱
This is an MIT Sloan Management Review article. For both manufacturing companies and service firms, the basis of competition is shifting fast. Manufacturers are finding they must compete by selling services; service firms now have to provide products as well as services. The emerging battleground is known as "integrated solutions," and it is where leading companies such as IBM, General Electric, Rolls Royce, and EDS already compete aggressively. However, the integrated solutions approach is not simply a matter of blending products and services. Customers are buying guaranteed solutions for trouble-free operations. So the key is to develop and deploy the right capabilities--and to structure the organization so these capabilities match customer needs. This article offers a blueprint for implementing integrated solutions, drawing on extensive research on such companies as Alstom Transport, Cable & Wireless, Thales, Ericsson, and Atkins. The article highlights the importance of four prerequisite capabilities and shows the organization structures necessary for success--structures that are no longer bounded by product, service, or geographic lines. The article then lays out three levels of organizational capability to chart the journey that integrated solutions providers must take.