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Conclusion: Lock-in is often discussed in relation to external suppliers of products and services. In doing so it is easy to overlook the lock-in relating to internal tacit knowledge and in-house custom software. The opposite of lock-in is not “no lock-in”, it is lock-in to an alternative set of behaviour and structures. Even though organisations can sometimes suffer from an excessive degree of external lock-in, organisations also benefit from lock-in, in the form of reduced costs and risk exposure. The art of lock-in involves continuously monitoring the business environment, and knowing when to switch from external to internal lock-in and vice versa.

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"The Art of Lock-In; Part 1" IBRS, 2011-06-28 00:00:00

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