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1. Sony has a few strong capabilities. One being that the different business units have always been linked together in some way, up until recently. They had implemented the related constrained strategy. When working together, they can address multiple issues between businesses and can create products that require attention from multiple units. Another would be their initiative to innovate. Sony has almost always been a first mover. In previous years, Sony has used a multidivisional structure, which means they have a headquarters where the CEO runs the top of the company but they have multiple business units that are ran separately. The new strategy that Sony is utilizing will make it easier to continue to innovate.

2. I believe Sony could use the organizational structure they currently have, but it is making it harder on them. They could use a more functional structure and I think they would be better off. A functional structure keeps a CEO along with financial officers, but relies on departmental managers to keep functional separations. Sony could keep their business but model them as different departments rather than businesses. This way it is easier for them to communicate and cross integrations between departments.

3. As said before, they should consider a functional organizational structure before moving back to a multidivisional structure. Once they are in the functional structure for a while and have a good grasp on what is needed to become multidivisional again. The will be able to share content and innovations easier with the other departments by keeping them under one business. Once the new and improved structure starts to prove its worth, they can evaluate the results and make changes as necessary. Once they feel as though the new structure is working, they can expand it and allow the departments to become their own business units.