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Before mapping an organizational design, it s important to lay out both current and desired core competencies. These will serve as a foundation for structuring the organization. Core competencies are defined in many ways, but internal capabilities can be considered core when they confer a competitive advantage or are otherwise essential for achieving your company s strategic objectives. Relating your company s core competencies to your supply chain strategy likely will be an iterative activity. Don t try to force-fit existing capabilities onto the needs dictated by your strategy it won t work. Nor should you let your organization s capabilities limit your company s strategic objectives. Is a core competency something you should be good at Yes. Is a core competency something you are good at Maybe. How do you know First, take stock of what you have. In many cases metrics will tell you which activities your company excels at, but don t assume that those activities are core competencies or that subpar performance areas are not core. As we saw in 1, the first step toward making an outsourcing decision is deciding what you re really good at and which areas are or have the potential to become strategic differentiators. These are the activities to keep in-house. Other activities may be better performed by thirdparty providers and their ever-expanding menu of services. For instance, Flextronics describes how it has upgraded its role as vendor to that of virtual manufacturer to technology companies by offering design, engineering, manufacturing, and logistics solutions.7 This approach reassures OEM customers that by choosing Flextronics as a partner, they will be free

such as the telephone system or the raw public Internet. Using phones and faxes (digital audio and text) is a very insecure way to deliver sensitive data. There are no rights-management facilities to speak of. Streaming media, on the other hand, will soon have very robust rights-management technologies and laws, which ought to be available to everyone. Thus, the streaming media infrastructure will provide a secure communications facility to every user. Content owners can deliver content to consumers in safety, with very little risk of piracy or violation of the consumer s privacy. Compared to the piracy that occurs with videos and CDs, streaming media will be more difficult and expensive to compromise. Even home taping will require specific permissions from the content owners. It might not be in the content owners best interests to deny all home copying, but at least they will be able to charge for it appropriately or else limit its scope. This is not possible with other copy protection schemes, which deny all copying. With streaming media, copying can be allowed, but only on the rights owners terms.

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Expanding on the possible rights-management scenarios that streaming media technology makes possible, content owners can use heroin economics, where samples of some digital media asset are given away to build an audience for other similar streaming media assets. Because digital rights management allows content owners to limit the scope of the copying of the free sample, it is possible both to build an audience and to protect the value of the asset. Beyond a certain point of wealth accumulation, or some time after initial release, content owners can even opt to donate the proceeds of their properties to good causes, or else allow the media to be effectively free (or very much cheaper to access). Rights management supports many different business models, some of which are entirely charitable.

In our initial valuation scenario for Citigroup, we used the 145percent EPS growth assumption by the analyst s polled by Zacks We recognize that stock analysts often are overly optimistic regarding growth rates We understand that our initial scenario will give us a high intrinsic stock value we do not believe that a company as large as Citigroup can grow consistently at 145 percent per year The growth rate is the assumption that we vary to see its effect on intrinsic value We lowered our growth assumption in our next scenario We assumed a downward trend in growth, reducing Citigroup s growth rate by 1 percent per year until it reached the 5 percent level This is the level of long-term growth that we believe that Citigroup can maintain This growth assumption is reasonable for Citigroup and should result in a realistic valuation.

to focus on their other core competencies such as research and development, sales, marketing, and branding By jettisoning noncore activities, companies are promised many benefits: greater focus on remaining activities, economies of scale, buying power, sophisticated planning tools and systems, and access to state-ofthe-art production equipment all without making large capital investments But what if what s left after outsourcing is insufficient to drive effective performance We refer to this as thinning the core In some cases a company becomes increasingly reliant on supply chain partners, and the remaining core begins to shrink in unintended ways The people left within the company may have little personal experience with core operations processes, such as materials planning, supplier development and management, and demand management This can result in a vicious cycle: The company continues to lose internal operations talent and becomes less effective.

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