In March 2020, the chief innovation and strategy officer (CISO) of Amsterdam-based Koninklijke Philips NV (Philips), a global leader in health technology, was surveying the distance that Philips had traversed in its transition from products to platforms. The CISO faced three managerial dilemmas: How could he transform the long-standing functional orientation at Philips into a multidisciplinary alignment? How could he ensure that Philips’s customer-facing teams moved from a transactional mode to a relational mode? And how could he motivate employees to deal with a burning platform when they did not see one?
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