The company that desires to create and deliver solutions to its customers needs an organization that is a challenge to manage. Fig. 7 shows the organizational features that a solutions provider must have aligned. the features depend on the strategic dimensions like scale and scope, and the integration of components. The structure requires customer-facing solutions units and flexible resource units to staff capture teams. It needs profit and loss accounting systems for customers and solutions. It needs the five key processes discussed above to link the back-end product units to the customer-facing solutions units. These were the strategy, product portfolio, solutions development, solutions fulfillment and pricing and team assembly processes. The reward system needs to emphasize a one-company orientation. And the critical roles requiring recruiting and development are account managers and project managers. The critical skills of team management, team participation and conflict management need to be developed and selected. So becoming a solutions provider requires a lot more than bundling and cross-selling products. It requires that the leaders fashion a solutions organization and manage it actively.
