Publications
Publications
- October 1998 (Revised December 1999)
- HBS Case Collection
Lockheed Martin IMS: Making a Contribution and a Profit
By: Rosabeth M. Kanter and Courtney Purrington
Abstract
Examines Lockheed Martin's attempt to move from its traditional reliance on defense/aerospace contracts into providing outsourced government services in the social sector. The protagonist reflects on the past 24 years of rapid growth in the company and the myriad challenges associated with welfare reform, devising an effective strategy that capitalizes on the company's core capabilities, partnerships with nonprofits, meeting different local needs, politics, and achieving economies of scale and profitability.
Keywords
Social Enterprise; Partners and Partnerships; Diversification; Performance Effectiveness; Job Cuts and Outsourcing; Welfare; Private Ownership; Public Ownership; Privatization; Strategic Planning; United States
Citation
Kanter, Rosabeth M., and Courtney Purrington. "Lockheed Martin IMS: Making a Contribution and a Profit." Harvard Business School Case 399-018, October 1998. (Revised December 1999.)
About The Author
