By announcing the acquisition of Motorola for a whopping $12.5 billion Google appears to be trying to take a leaf out of Apple’s book by becoming more vertically integrated. But, unlike Apple, it lacks any background or experience in manufacturing and has not been able to build up the capabilities. Thus, the question remains: Will it succeed? michael j. mol, faculty of strategic management, warwick business school
We all know these are turbulent times, but they are also very confusing times. As I am writing this, Google has just announced it is getting into the business of producing cell phones (in Europe: mobile) through its proposed takeover of Motorola Mobility for $12.5 billion. Google previously did not want to be seen anywhere near manufactured goods. Western stock markets have long placed a premium on firms which increased their focus, but in India Tata and others have been pretty successful on the back of the conglomerate model. Google is apparently trying to follow in the footsteps of Apple, now just about the world’s most valuable firm, but HP wants to get out of its hardware business altogether. And in the oil industry, which has always been highly vertically integrated, it is now becoming fashionable to split off exploration businesses. It makes one wonder whether any of these strategies are worth following. So verticalisation or outsourcing: What is your best strategy?
My own research into outsourcing, and that of other colleagues around the globe, suggests several answers to this question that your firm should be aware of when taking decisions about what activities to integrate and what activities to outsource. First, what is a successful outsourcing strategy is highly dependent on the context in which you operate. In India and other emerging markets it makes sense to integrate some activities which would be outsourced because successful outsourcing requires a strongly developed supply market. Where that market is still emerging, outsourcing simply may not be an option.
Second, there can be major changes in technology that facilitate outsourcing. Just witness how improved communication technology, along with increased training levels in countries like India, has produced the business process outsourcing revolution of recent years. When such changes occur and turn products and processes into commodities, it makes sense to outsource more. And over the years outsourcing levels have increased as a consequence. But many firms suffer from what my colleague Masaaki Kotabe and I have framed ‘outsourcing inertia’. Outsourcing inertia occurs when firms do not adjust their outsourcing levels quickly enough when there are significant changes in technologies and other changes in their environment. Examples of outsourcing inertia are plentiful, just think about the decades of struggle the “Detroit Big Three” have gone through.
Our research shows that most managers adapt their outsourcing strategies only when there is some trigger present. This trigger can come from outsiders, like shareholders or consultants, or when managers obtain new knowledge through networking events. It can also come from positive examples. Sometimes the trigger comes from top management, which decides that large-scale outsourcing is the way forward. And there are some cases where individual managers go out and make the case for outsourcing, often going against the grain of the wider organisation. But on the whole, most changes in outsourcing strategy come about through some form of outside information or pressure and not because managers are consciously analysing in detail whether outsourcing is the appropriate strategy. In other words, there is a lot of ‘following the herd’ going on when it comes to outsourcing.
We all know these are turbulent times, but they are also very confusing times. As I am writing this, Google has just announced it is getting into the business of producing cell phones (in Europe: mobile) through its proposed takeover of Motorola Mobility for $12.5 billion. Google previously did not want to be seen anywhere near manufactured goods. Western stock markets have long placed a premium on firms which increased their focus, but in India Tata and others have been pretty successful on the back of the conglomerate model. Google is apparently trying to follow in the footsteps of Apple, now just about the world’s most valuable firm, but HP wants to get out of its hardware business altogether. And in the oil industry, which has always been highly vertically integrated, it is now becoming fashionable to split off exploration businesses. It makes one wonder whether any of these strategies are worth following. So verticalisation or outsourcing: What is your best strategy?
My own research into outsourcing, and that of other colleagues around the globe, suggests several answers to this question that your firm should be aware of when taking decisions about what activities to integrate and what activities to outsource. First, what is a successful outsourcing strategy is highly dependent on the context in which you operate. In India and other emerging markets it makes sense to integrate some activities which would be outsourced because successful outsourcing requires a strongly developed supply market. Where that market is still emerging, outsourcing simply may not be an option.
Second, there can be major changes in technology that facilitate outsourcing. Just witness how improved communication technology, along with increased training levels in countries like India, has produced the business process outsourcing revolution of recent years. When such changes occur and turn products and processes into commodities, it makes sense to outsource more. And over the years outsourcing levels have increased as a consequence. But many firms suffer from what my colleague Masaaki Kotabe and I have framed ‘outsourcing inertia’. Outsourcing inertia occurs when firms do not adjust their outsourcing levels quickly enough when there are significant changes in technologies and other changes in their environment. Examples of outsourcing inertia are plentiful, just think about the decades of struggle the “Detroit Big Three” have gone through.
Our research shows that most managers adapt their outsourcing strategies only when there is some trigger present. This trigger can come from outsiders, like shareholders or consultants, or when managers obtain new knowledge through networking events. It can also come from positive examples. Sometimes the trigger comes from top management, which decides that large-scale outsourcing is the way forward. And there are some cases where individual managers go out and make the case for outsourcing, often going against the grain of the wider organisation. But on the whole, most changes in outsourcing strategy come about through some form of outside information or pressure and not because managers are consciously analysing in detail whether outsourcing is the appropriate strategy. In other words, there is a lot of ‘following the herd’ going on when it comes to outsourcing.
Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).
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IIPM: Indian Institute of Planning and Management
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).
For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting
IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
