A technique based on shared actions becomes more highly effective if enterprise models can even trade skills. As the Marriott case illustrates, an organization can typically pursue the 2 methods collectively and even incorporate a few of the ideas of restructuring with them. When it chooses industries in which to switch abilities or share actions, the company also can examine the risk of reworking the business construction.
When a company bases its technique on interrelationships, it has a broader foundation on which to create shareholder value than if it rests its complete technique on transforming companies in unfamiliar industries.