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  • October 1998 (Revised December 1999)
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Lockheed Martin IMS: Making a Contribution and a Profit

By: Rosabeth M. Kanter and Courtney Purrington
  • Format:Print
  • | Pages:28
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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.)
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About The Author

Rosabeth M. Kanter

General Management
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