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Internal Markets
Kyocera decomposed a growing technology company into small responsibility-accounting units whose leaders could see and improve value created per hour. The design widened operating judgment, but centrally approved targets, internal accounting rules, and a demanding philosophy bounded that autonomy.
How can a growing company give many people usable responsibility for both operations and economics without losing a coherent whole?
Under Eddie Lampert, Sears combined radically separated business units with highly concentrated capital allocation, so stores were asked to renew through internal markets and digital membership while brands, property, loans, and related-party transactions increasingly governed what remained possible.
Can internal competition and financial discipline renew an integrated retailer, or do they destroy the shared capabilities that make its stores, brands, workers, and customer relationships valuable together?