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When executives force different business models together into a single unit in the name of 'cost savings,' at least one — and often both- --of the business models is destroved.

购买资源，过程和优先事项---Buying Resources, Processes, and Priorities

The RPP framework can be a useful way to frame the challenge of integrating acquired organizations. When one company acquires another, it buys its resources, its processes, and the priorities embedded in its business model. if the acquired company's processes and business model are the real drivers of its success, then the last thing the acquiring manager wants to do is fully integrate it into the parent organisation.

If processes and profit model were the reason for its historical success, a better strategy is to let the acquired business stand alone, and for the parent to infuse its resources into the acquired firm's processes and business model.

Evaluate critically the model deduced to help executives avoid disruptive growth in the development of their organisations capabilities.

Disruptive innovation occurs when new products or services will fulfil their needs better than previous products -- in a manner that is cheaper, faster or more pleasing.

New entrants are more likely to overtake established leaders in disruptive circumstances — when the challenge is to commercialize a simpler, more convenient product that sells for less money and appeals to new customers. Established companies, conversely, can capture disruptive growth (rather than be defeated by it), if they are aware of the circumstances of disruptive innovations and are able to leverage them for their own benefit if their priorities can embrace small markets, and their cost structures can accommodate lower margin dollars per unit sold. Their less formal market research and resource allocation processes allow managers to proceed intuitively rather than having to be backed up by careful research and analysis, executives who are building new-growth businesses therefore must ensure that responsibility for making the venture successful is given to an organization whose processes will facilitate what needs to be done and whose business model permits prioritization of those activities. The theory is that the requirements of an innovation need to fit with the host organization's processes and priorities, or it will not succeed

Teams to Fit the Task

Functional and lightweight teams are designed to exploit the capabilities resident in existing processes and business models. A project is disruptive if the existing business units in a company cannot prioritize it, relative to other investments that they have the options of making. In such cases, an autonomous team is a tool to create a new economic model that can prioritize and profitably serve the new targeted market.

If the project is disruptive to the priorities embedded in the firm's business model, the project needs to be autonomous. Within this unit, products and processes with the appropriate architecture can be developed; the way they must interface can then be defined; and the components or individual steps in the processes can then be designed. If the 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。