Second , the flexibility which is offered by access to external resources allows risk to be laid off, whether this be in capital markets or through partnership. Third , the support structures around primary value chains have grown, creating the service economy. These agencies all strive to deliver innovative or cost-effective legal, conceptual, technical or other support to the value chains and to each other. This extra dimension in the economy has greatly increased the choices open to managers. A number of potent consequences flow from this.
Focused organisations are able to explain themselves to others.
Their own staff know what is needed, and can recognise a good thing when they see it. These staff are much more externally-oriented than they were a generation ago, not least because they are working in loose arrangements where previously they were buried in the heart of an integrated organisation. They are likely to see many more such opportunities present themselves. Ideas and skills are carried around. Indeed, many related capabilities tend to cluster together in physical locations, in so-called milieux .