A shift to subscription, or pay-per-use, offerings may require companies to acquire or change many capabilities, including offer management and pricing, customer success management, billing and revenue recognition, marketing and sales, contract compliance, and taxation.
But that’s only half the story.
They also need to understand the optimal structure for organizing these capabilities—so that the right work is executed in the right way and in the right place.
To make a successful transition, companies need to not only evaluate their strategies, business model, and capabilities, but also take a hard look at their existing operating model.
In this report, Deloitte dives into flexible consumption operating models, including:
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