Today's Best Companies are Horizontally Integrated

Harvard Business Review

In big companies, management teams focus on achieving the right level of vertical integration. With every degree of verticalization now made possible by information and communications technologies, the right scope of operations for any given firm is an open question. Today, your management team should be giving more thought to horizontal integration. Decades of tweaking levels of vertical versus horizontal integration have left deep impressions on organizations.

Why Companies Are Using M&A to Transform Themselves, Not Just to Grow

Harvard Business

The current cohort of acquisitions goes well beyond the typical defensive, synergy-driven, horizontal integration that marked previous M&A spurts. Chewy, for its part, gained a bulwark against established brick-and-mortar competitors, including those operating in one of retail’s bright spots: pet care services. However, back-office functions might be integrated. No operational integration is necessary. Joe Beck/Unsplash/HBR Staff.


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A Board Director's Perspective on What IT Has to Get Right

Harvard Business Review

Improving Operational Efficiency. The biggest opportunities for these companies are simplification and horizontal integration projects. A second new component of the IT function should be dedicated to this category of work: the Enterprise Integration Group (EIG). EIG is responsible for enterprise architecture, the center of expertise for simplification and integration methods, process and program management.

CIO 12

Design as a New Vertical Forcing Function

Harvard Business Review

From Microsoft’s latest radical reorganization and subsequent purchase of Nokia’s devices unit to Google’s acquisition of Motorola , it’s clear that after decades of horizontal integration, high tech is in an age of increased verticalization. Samsung is customizing ARM Holdings’ processor chips, and Google is producing everything from operating systems to consumer hardware.