Transforming Royal Philips: Seeking Local Relevance While Leveraging Global Scale
Name
MIT_CISRwp394_Philips_MockerRossVanHeck.pdf
Size
2.8 MB
Format
Adobe PDF
Checksum (MD5)
b57ecaba202d1e43e98954e66a0967de
Author(s)
Mocker, Martin
Ross, Jeanne W.
van Heck, Eric
Date Issued
February 27, 2014
Publisher
Cambridge, Mass.: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology
Citation
Mocker, Martin, Jeanne W. Ross, and Eric van Heck. “Transforming Royal Philips: Seeking Local Relevance While Leveraging Global Scale.” Working paper 394, Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology, 2014. https://dspace.mit.edu/handle/1721.1/175372.
Series/Report no.
MIT Sloan School of Management Working Paper 5205-14
CISR Working Paper 394
Abstract
In late 2013, Royal Philips was roughly two years into a daunting transformation. Following years of declining financial performance, CEO Frans van Houten aimed to turn the Dutch icon into a high-performing company by 2017. Over its 120-year history, Philips had developed a highly diversified portfolio of innovative products and services with a broad geographic reach, granting individual units substantial freedom in how they operated. Now, Philips was looking for a way to create value from its culture of technology-based innovation and the potential to serve many local markets in diverse businesses; but at the same time it wanted to leverage its global scale and scope by finding commonalities across the group. To do so, Philips announced the Accelerate! transformation program in 2011, including a fundamental makeover of Philips approach to products and processes, how people worked together, as well as of the overall IT landscape.
Subjects
Innovation and Strategy
Business Complexity
Enterprise Architecture
Business Agility
Terms of Use
© Authors. All Rights Reserved. No additional permission needed for educational uses.
Persistent DSpace Link
