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Atomic: Reforming the Business Landscape into the New by Roger Camrass

By Roger Camrass

In Atomic the authors' innovative conception is positioned to the try. taking a look throughout all sectors of commercial, together with retail banking, monetary prone, telecommunications, IT and consultancy, carbon-based organizations (oil and fuel companies), and buyer items businesses, Camrass and Farncombe notice a few actual eye-openers, together with how actually extra effective those industries turn into through a metamorphosis in company structure.The implications for people are both profound and far-reaching. it may take a decade, however it will occur, and not anything stands out as the related back. Welcome to the Atomic company.

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Extra resources for Atomic: Reforming the Business Landscape into the New Structures of Tomorrow

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But why will tomorrow’s student be bewildered? For all to become clear, we need to observe the giants that roam the landscape today – yes, those 40 CAUSES mega-corporations that have been hitting the headlines (many of them infamously) of late. To understand what has gone on, we need to step back. We will discuss why businesses form, why they have grown to their current size, and why we think they have been going in the wrong direction. Then will we reveal to you why they will break apart. It will become evident in this chapter that atomization is not only desirable but also inevitable.

That is clearly the logic behind oil companies controlling everything from the wellhead to the fuel pump. However, doing everything yourself may not be cheaper. Just as there are discovery, sourcing and contracting costs when doing business outside the corporate boundaries, there are transaction costs associated with the ‘make’ decision as well. If you do decide to make rather than buy, you will need to hire layers of management to oversee the new activities. 1 Middle management is well known for whiling away the hours sending endless emails to colleagues, and while individually small, the combined effects are often catastrophic – the more the firm expands, the higher these internal costs get and the less agile the firm becomes.

Take Ford as a quick example. As the Ford Motor Company expanded to produce cars for customers across the globe in the twenties and thirties, it bought rubber plantations in Brazil and steel mills in the United States, thereby securing the base materials for its mass-produced vehicles. One of the world’s largest manufacturers today, Ford is no longer vertically integrated – it now owns neither the sources of its raw materials nor the means of distribution of its products. Indeed, less than 25% of the value of a modern Ford car originates from within the company.

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