The Key Elements of Sonys DNA - Essay Example

According to the opinion of Sony’s president, Sony is different from other organizations as it always looks forward to innovations that would literarily fascinate people by adding new aspects to their happiness. He also states that though not easy always, Sony is trying to introduce something new; and that is the basic feature of its DNA.   The term Sony’s DNA also indicates the company’s unusual skill for product design and outstanding marketing tactics. This extraordinary flair for design and marketing is the key factor of its dominance in international markets.

The major challenge that Sony confronted with achieving synergy was the issue related to its internal convergence. The corporation was unsure how it could achieve seamless cooperation between its subsidiary companies by selling the network vision. In addition, ‘there was little corporation between the content people in the United States and the technical wizards in Japan’. The production units like the Play Station had been enjoying exceed independence by working outside the company’s mainstream and by initiating alliances with other parties. It is uncertain if sonny can endure this sort of ‘luxury’ in the future namely in its innovative processes. Another major problem was the threat from low-cost imitators who already had pirated its content business. As compared to other competitors, Sony had to be highly concerned about factors associated with its copyright.  As one of the notable challenges, Sony had been limited access to TV broadcasts in the USA. They also lacked synergy between the hardware and content side of the business. Finally, Sony did not have a substantial share in the mobile industry.

Reorganization might be the possible solution to meet these challenges in the future. Sony has already identified this factor, and the organization has entered the world of digital convergence. Instead of the traditional mode of management, it depends on outsourcing feasibility which allows broad and collaborative knowledge sharing and problem-solving. Sony’s cooperation with Intel and Microsoft is an example of this conceptual change. Although this trend of convergence was unfamiliar to Sony, recently it has altered its tactics especially in the case of product manufacturing. Unlike traditional manufacturing practices of operating huge manufacturing plants, Sony also has begun to depend on third-party contracts for producing its new electronic consumer products. In order to be competitive in the changing business scenario, Sony has to change its image of a ‘consumer electronic company’ to a ‘Global Media and Technology Company’.  It can be possible only if it undergoes the complexities of digital convergence and achieves effective internal synergies. Presumably, Sony’s DNA can be questioned if it reorganizes its traditional structure and marketing tactics. However, irrespective of Sony’s typical features, organizational change and convergence has become the inevitable solution to Sony’s present problems.