As technologies develop and markets evolve firms are being forced to consider radical new ways of doing business if they are to remain competitive. Developing a new business model is extremely complex and challenging as the changes made will inevitably affect every part of the firm.
How do organizations formulate a strategy in such circumstances and how will their organizational structure be affected?
To find out researchers undertook a major case study of a telecommunications company. The firm was facing a serious challenge to its business following the development of Cloud computing. The researchers studied the firm’s activities over several years to see how the company tackled the challenges and opportunities posed by this potential threat to its business model.
Read the full paper:
Business model renewal and ambidexterity: structural alteration and strategy formation process during transition to a Cloud business model, Saeed Khanagha, Henk Volberda and Ilan Oshri, R&D Management, Special Issue: Business Model Innovation, 2014
Recommended by David Probert, post by R&D Today admin