Rethinking Business Complexity
Name
2013_0201_RethinkingBusinessComplexity_MockerRoss.pdf
Size
1.89 MB
Format
Adobe PDF
Checksum (MD5)
1c8f3ad55adcda1d91343ca82c2845aa
Author(s)
Mocker, Martin
Ross, Jeanne W.
Date Issued
February 21, 2013
Publisher
Cambridge, Mass.: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology
Citation
Mocker, Martin and Jeanne W. Ross. “Rethinking Business Complexity.” MIT CISR Research Briefing Volume XIII, no. 2 (February 2013). https://dspace.mit.edu/handle/1721.1/174745.
Series/Report no.
MIT CISR Research Briefing, Vol. XIII, No. 2
Abstract
Businesses continue to grow more complex they enter new geographies, introduce and integrate more products, add more granular customer segments, etc. Some of this complexity adds value. But some of it ends up confusing customers or distracting managers and employees. In order to assess whether a business' complexity is creating or destroying value, managers need to answer two questions: (1) how much does it benefit customers, and (2) how much more difficult does it make getting things done internally. Using Bayer Material Science, DBS Bank, USAA, and ING Direct Spain as examples, this briefing introduces three practices that help assess and manage business complexity.
Subjects
Innovation and Strategy
Business Complexity
Terms of Use
CC BY-NC 4.0 (Attribution-NonCommercial 4.0 International)
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