What happened
The organization's deeply rooted, contract-development-centered mindset had become a constraint on advancing Lumada, according to the report.
To break the impasse, the company is working to spread know-how from the design strategy division of US-based Global Logic.
The push for self-reform traces back to a bitter experience in which the company could not connect its own technology to business as it had hoped.
Why it matters
The account suggests that internal culture, not technology alone, can be the bottleneck when a company tries to shift toward new business models.
Bringing in outside design expertise appears to be the chosen route for changing how employees approach problems, rather than relying only on internal reform efforts.
The reference to an earlier failure implies the current initiative is a response to past limits, which may shape how urgently the change is pursued.
Key facts
A contract-development-centered mindset was deeply embedded inside the company.
That mindset was a constraint on promoting Lumada.
The company aims to spread know-how from the design strategy division of US-based Global Logic.
The company previously failed to turn its own technology into business as desired.
What to watch next
Whether the imported design strategy know-how actually takes hold across the organization, or remains limited to a single division.
How the company measures progress in shifting away from its contract-development-centered mindset.
Whether the earlier failure to commercialize its own technology is addressed by the new approach.