tag:blogger.com,1999:blog-26574843.post1743650619619708713..comments2011-01-12T23:56:35.035+01:00Aad 't Harthttp://www.blogger.com/profile/07566387683675598847noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-26574843.post-2545791382264129212009-01-13T12:54:00.000+01:002009-01-13T12:54:00.000+01:00I don&#39;t think that separating the two organizational cultures is bad. Especially in the beginning, it can help to keep balance between the two. A small but growing group of front-runners can show the establishement what the future looks like. That way, not everybody has to change his thinking and behavior immediately and organizational change happens gradually. <BR/><BR/>By the way: your statement is valid for that part of the organization involved with the development of products and services in the broadest sense. But changes in the way that product updates are created and implemented is not the only DNA-change required in an organization moving from product-oriented to service-oriented. Marketing, sales, consultancy, customer support and even F&amp;A: they will all need to play a different ball game.Eric van der Palenhttp://www.blogger.com/profile/06766417296130321999noreply@blogger.comtag:blogger.com,1999:blog-26574843.post-4257369133127125152009-01-13T02:11:00.000+01:002009-01-13T02:11:00.000+01:00Agreed, the DNA's are so different; the organizational cultures must be separated.<BR/><BR/>Success case Salesforce dot com: Make an API simple and perpetually backwards compatible that the integration process always works despite Software + Services following different pace of change. <BR/><BR/>How to make a API this simple?CliveBoultonhttp://www.blogger.com/profile/13368132383395164003noreply@blogger.com