Originally posted by fsge I remember a time when HP CEO Carly florina had in mind to dump the PC business just because it was not making enough margin in comparison with integration and software. Hopefully that never happened as HP reputation comes from its laptop and desktop, not integration teams...
Not everything that has gone wrong at HP can be blamed on Ms. Fiorina, but it is fair to say that the end result of her efforts to give HP a makeover isn't close to expectations when she was hired to be CEO in 1999. In some ways, she is the poster child for the dot.com crash and money-losing mergers.
Actually, it is hard to find truly successful examples of internal technology transfer, I'm not sure if that is because the companies where this occurs don't like to advertise the benefits they obtain from it, or because there aren't very many benefits to be found. I can think of examples where companies are successful in selling the technology they developed for their own use, for instance the French aircraft manufacturer, Dassault, developed a CADAM progrom for building fighter jets that is used by Boeing, General Dynamics, vehicle manufacturers, tire manufacturers, etc. If a manufacturer can source components from other divisions, the benefits are easier to see (not just access to components that aren't available to competitors, it also helps with logistical issues and controlling costs), but I'm not so sure that applies to camera manufacturers who also manufacture medical equipment (even medical equipment that does digital imaging).
What does seem to make a difference is expertise in manufacturing or the corporate culture that allows a manufacturer to produce superiour products without a technological advantage. I doubt if that expertise within Olympus is dependent on having a camera manufacturing division, so as long as Olympus retains access to Zuiko lenses, I don't see a downside to selling off the camera division.