Mini$-$Case Sony$$s Dilemma, Matching Strategy and Structure

Launched in $1946$ in Japan, Sony gained a reputation for producing innovative products that were sold throughout the world. In fact, the firm$$s success was instrumental to Japan$$s development as a powerful exporter during the $1960$s$,1970$s$,$ and $1980$s$.$ Sony was sometimes $$first to market$$ with an innovative product, while sometimes being able to rapidly enhance a product$$s capabilities by innovating. Introduced in $1979,$ the Sony Walkman, which was a personal stereo tape deck, is an example of a $$first to market$$ product from Sony. On the other hand, Sony innovated the transistor radio$$initially developed by Regency Electronics and Texas Instruments$$in a way that made the product commercially viable. Regardless of the type, innovation has been critical to how Sony competes in multiple product areas.... $1.$To implement a corporate strategy, a firm needs to have a strong set of capabilities to $$parent$$ the set of business units that the firm has established or acquired. Given Sony$$s history and organization structure, what would you argue are Sony$$s strongest parenting or corporate capabilities? How will the new strategy utilize these capabilities?

$2.$ Do you think that Sony has the right organization structure to foster the necessary integration among its electronic and entertainment content businesses that its revamped strategy seems to entail?

$3.$What additional organizational structure and$/$or process adjustments will Sony need to make to realize its revised strategic objectives?