McKinsey Quarterly: Loosening up: How process networks unlock power of specialization
McKinsey Quarterly: Loosening up: How process networks unlock power of specializationFew companies will shed their traditional core businesses to become pure process network operators. Orchestrators are "learning organizations" with privileged relationships; their employees may never touch a product. Such organizations mobilize other companies’ assets and capabilities to deliver value to customers. Their primary business focus will be identifying new arenas for them to target with their growing process networks. Most businesses can realize significant near-term savings by adopting the skills of orchestrators or transforming processes. Even greater value lies in unlocking the heightened potential from specialization by taking a new, looser approach to managing intercompany processes.
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