If you have heard my talks in the past several years, then you know that I get interested in industry organization and reorganization, especially with regard to the telecommunications industry. Thus, I found this article interesting.
Quoting the article
So how does this apply to the structure of the information organizations that we study? Has anyone taken this kind of analysis to a library?
In brief, most companies today are still an unnatural bundle of three fundamentally different, and often competing, business types:
These three business types remain tightly bundled together within most companies today even though they have completely different skill sets, economics and cultures required for success. Inevitably, companies deeply compromise on their performance as they seek to balance the competing needs of these business types. More broadly, this tight bundling decreases agility and diminishes learning capacity.
- Infrastructure management businesses – high volume, routine processing activities like running basic assembly line manufacturing, logistics networks or routine customer call centers
- Product innovation and commercialization businesses – developing, introducing and accelerating the adoption of innovative new products and services
- Customer relationship businesses – building deep relationships with a target set of customers, getting to know them very well and using that knowledge to become increasingly helpful in sourcing the products and services that are most relevant and useful to them