It really took me awhile thinking about componentization modeling to internalize how valuable it could be in identifying new products or services that a firm could offer to supplement existing revenues. But after reading and thinking about this technique, and then attempting the “organization’s learning department” assignment for the first time, I came to appreciate its value.
However, it is only a first step. Even if potential services can be identified, there are many internal tacit and cultural aspects that must be aligned in order to take advantage of this finding. For example, is the firm entrepreneurial enough to actually take this new service to market? I believe in many firms the road that begins with identifying a new idea and ends with capitalizing on that idea can be a long, arduous trip. It may require corporate restructuring or other major change to take this idea to market.
I hope in the near future we will take some of these challenges into account. The potential exists for this technique to redefine a firm’s product offerings or enhance its place in the market. However, I think it may be naïve to not discuss and identify the challenges.
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