Schneider Electric: Redesigning Schneider Electric’s Operating Model
Name
MIT_CISRwp412_SchneiderElectric_ScantleburyRoss.pdf
Size
579.23 KB
Format
Adobe PDF
Checksum (MD5)
a93651c73ea256fcd74f5d0f86293f61
Author(s)
Scantlebury, Stuart
Ross, Jeanne W.
Date Issued
April 22, 2016
Publisher
Cambridge, Mass.: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology
Citation
Scantlebury, Stuart and Jeanne W. Ross. “Schneider Electric: Redesigning Schneider Electric’s Operating Model.” Working paper 412, Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology, 2016. https://dspace.mit.edu/handle/1721.1/175402.
Series/Report no.
MIT Sloan School of Management Working Paper 5224-16
CISR Working Paper 412
Abstract
This vignette describes how Schneider Electric redesigned its operating model to support a transformation from a product company to a solutions company that was able to develop integrated services. This is one of a series of vignettes written for the MIT CISR research on Designing Digital Organizations. Vignettes are also available on Kaiser Permanente; Ferrovial; USAA; The Schindler Group; and The Principal Financial Group. An in-depth report that discusses the aggregate research results was published in March 2016, Designing Digital Organizations by J.W. Ross, I.M. Sebastian, C.M. Beath, S. Scantlebury, M. Mocker, N.O. Fonstad, M. Kagan, K. Moloney, S.G. Krusell, and the Technology Advantage Practice of The Boston Consulting Group. Case studies from the research on The LEGO Group and Toyota Motor Corporation are also available. A list of publications from the research is provided at the end of this document.
Subjects
Business Models
CxO Leadership
Business Agility
Digital Innovation
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