In decades past, companies derived value from deep knowledge and discipline within specific functional areas. They were strong at operations or in finance or in service, etc. Companies were often strong at multiple of those, but the organization structure that owes tremendously to Alfred Sloan and General Motors was almost militaristic in its hierarchy and in its silos. Just as the military has had to think creatively about breaking down these silos, promoting people who have breadth of experience as well as depth, companies too have derived great value at thinking about value generated at the nexus of disciplines.
To read the original article: Carnegie Mellon's Integrated Innovation Institute's Vision To Build Innovators Of Tomorrow
