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Summary

In order to achieve the status of an e-organization, traditional established organizations have to become more flexible, offering mass customized services online while being sensitive to pressures on margins. Youthful organizations need to be able to establish themselves in an increasingly competitive market while growing their own internal knowledge management to facilitate change, adaptability, and nimbleness to new market conditions. Should the organizations fail to maintain flexibility, not continue to lower costs, or apply their organizational knowledge—both internal and market, then they will fall outside the boundaries defining successful e-organizations and be unable to compete effectively. The understanding of this and the formulation of a strategy to execute this is clearly the role of the CEO and his team. Failure to comprehend this and execute accordingly is not acceptable and has led to the departure of many senior executives in recent years.

The Seven S Framework: Issues and Actions

The area of technology leadership involves much more than purely the hardware and software that compose an organization's physical infrastructure. We have, through this chapter, attempted to utilize the 7S model in a new way to provide a corporate framework through which executives can formulate an internal strategy for e-commerce. The major issues and areas for action can be summarized:


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