The concept, as articulated in James Brian Quinn's book Intelligent Enterprise, argues that intellect is the core resource in producing and delivering services.
It goes on to say that managers are expected to provide a rewarding work environment through lower friction and an energetic conduct, [1] and auxiliary functions should be outsourced to vendors, so that firms may focus on their core components.
[2] Ming Yingzhao and Feng Dexiong stated that "the degree to which the Intelligent Enterprise can be successful depends on the competencies of the people and its operational capabilities",[3] such as structure, policies and systems.
Their decision to outsource many of its components to achieve economies of scale and focusing more on the development and production of its manufacturing operations helped it gain a competitive advantage.
[7] Gill Palmer, a doctoral candidate, identified a blind spot[8] among many corporations and businesses: the need for a harmonious integration between internal operations and external interactions.