Charting a path toward integrated solutions
Charting a path toward integrated solutions
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发表时间：
2006-12
影响因子：
4.2
通讯作者：
A. Davies;T. Brady;M. Hobday
中科院分区：
文献类型：
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作者：
A. Davies;T. Brady;M. Hobday
对于制造企业和服务企业来说，竞争的基础正在迅速转变。制造商发现他们必须通过销售服务来竞争；服务公司现在不仅要提供服务，还要提供产品。这个新兴的战场被称为？集成解决方案,?IBM、通用电气（General Electric）、劳斯莱斯（Rolls-Royce）和EDS等领先企业已经在中国展开激烈竞争。劳斯莱斯为航空公司提供？按小时计算的能量？销售引擎，并提供多年的维护和升级服务。服务提供商EDS现在管理和集成不同的供应商？技术和产品作为其业务外包解决方案的一部分。然而，集成解决方案的方法不仅仅是混合产品和服务的问题。客户正在购买保证无故障操作的解决方案。所以关键是开发和部署正确的功能？组织结构，使这些能力与客户相匹配？的需求。本文提供了一个实施综合解决方案的蓝图，借鉴了与阿尔斯通运输、电缆和无线、泰雷兹、爱立信和阿特金斯等公司的广泛研究。本文强调了四种必备能力的重要性，并展示了成功所必需的组织结构。不再受产品、服务或地理界线限制的结构。然后，本文列出了三个级别的组织能力，以绘制集成解决方案提供商必须走过的旅程。
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. Rolls-Royce provides airlines with ?power by the hour,? selling engines along with the services to maintain and upgrade them over many years. Services provider EDS now manages and integrates different suppliers? technologies and products as part of its business outsourcing solutions. 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 customers? needs. This article offers a blueprint for implementing integrated solutions, drawing on extensive research with 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.