公司的核心竞争力普拉哈拉德heCoreComeenceof

小组成员：李文军余水生杨新才张腾达邢方舟杨星耀

TheCoreCompetenceoftheCorporation

C.k.PrahaldandHamelTheCoreCompetenceoftheCorporationByc.k.PrahaladandGaryHamelHowtojudgetopexecutivesDuringthe1980s1.restructuretheircorporations(重组公司)2.decluttertheircorporations（拨乱反正）3.delayertheircorporations（精简机构）Inthe1990s1.Identifythecorecompetencies（识别核心竞争力）2.Cultivatethecorecompetencies（培育核心竞争力）3.Exploitthecorecompetencies（利用核心竞争力）SomethingChangedIn1980,GTE’ssaleswere$9.98billion,andnetcashflowwas$1.73billion.In1988,GET’ssaleswere$16.46billion.In1980,NEC’ssaleswere$3.8billion.In1988,NEC’ssaleswere$21.89billion.Why

?LargelybecauseNECconceivedofitselfintermsof“corecompetencies”andGTEdidnot.RethinkingthecorporationThediversifiedcorporationisaverydifficultjob.

Thecriticaltaskformanagementistocreateanorganizationcapableofinfusingproductswithirresistiblefunctionalityor,betteryet,creatingproductsthatcustomersneedbuthavenotyetevenimagined.Itrequiresradicalchangeinthemanagementofmajorcompanies.ThechangingbasisforgloballeadershipNEC’stopmanagementreckoned,wouldhingeonacquiringcorecompetencies.DecentralizationmadeitdifficultforGTEtofocusoncorecompetencies.TheRootsofCompetitiveAdvantageB10090329余水生Intheshortrun,acompany'scompetitivenessderivesfromtheprice/performanceattributesofcurrentproducts.Butthesurvivorsofthefirstwaveofglobalcompetition,WesternandJapanesealike,areallconvergingonsimilarandformidablestandardsforproductcostandqualityminimumhurdlesforcontinuedcompetition,butlessandlessimportantassourcesofdifferentialadvantage.Inthelongrun,competitivenessderivesfromanabilitytobuild,atlowercostandmorespeedilythancompetitors,thecorecompetenciesthatspawnunanticipatedproducts.Therealsourcesofadvantagearetobefoundinmanagement'sabilitytoconsolidatecorporatewidetechnologiesandproductionskillsintocompetenciesthatempowerindividualbusinessestoadaptquicklytochangingopportunities. Corecompetenciesarethecollectivelearningintheorganization,especiallyhowtocoordinatediverseproductionskillsandintegratemultiplestreamsoftechnologies.Ifcorecompetenceisaboutharmonizingstreamsoftechnology,itisalsoabouttheorganizationofworkandthedeliveryofvalue.Corecompetenceiscommunication,involvement,andadeepcommitmenttoworkingacrossorganizationalboundaries.Itinvolvesmanylevelsofpeopleandallfunctions.Andcorecompetencedoesnotdiminishwithuse.Managementtrappedinthestrategicbusinessunit(SBU)mindsetalmostinevitablyfindsitsindividualbusinessesdependentonexternalsourcesforcriticalcomponents,suchasmotorsorcompressors.Butthesearenotjustcomponents.Theyarecoreproductsthatcontributetothecompetitivenessofawiderangeofendproducts.Theyarethephysicalembodimentsofcorecompetencies.B10090319杨杨新才才HowNottoThinkofCompetenceIdentifyingCoreCompetenciesLosingCoreCompetenciesHowNottoThinkofCompetenceInthecorecompetenciesunderlyingthem,disparatebusinessesbecomecoherentCultivatingcorecompetencedoesnotmeanoutspendingrivalsonresearchanddevelopmentNordoescorecompetencemeansharedcosts,aswhentwoormoreSBU'suseacommonfacility––aplant,servicefacility,orsalesforce––orshareacommoncomponentBuildingcorecompetenciesismoreambitiousanddifferentthanintegratingvertically,moreoverIdentifyingCoreCompetenciesFirst,acorecompetenceprovidespotentialaccesstoawidevarietyofmarkets.Second,acorecompetenceshouldmakeasignificantcontributiontotheperceivedcustomerbenefitsoftheendproduct.Finally,acorecompetenceshouldbedifficultforcompetitorstoimitate.LosingCoreCompetenciesOEMFromCoreCompetenciestoCoreProducts.B10090325张腾达Thetangiblelinkbetweenidentifiedcorecompetenciesandendproductsiswhatwecallthecoreproducts-thephysicalembodimentsofoneormorecorecompetencies.Coreproductsarethecomponentsorsubassembliesthatactuallycontributetothevalueoftheendproducts.Honda'sengines,forexample,arecoreproducts,linchpinsbetweendesignanddevelopmentskillsthatultimatelyleadtoaproliferationofendproducts.Thinkingintermsofcoreproductsforcesacompanytodistinguishbetweenthebrandshareitachievesinendproductmarkets(forexample,40%oftheU.S.refrigeratormarket)andthemanufacturingshareitachievesinanyparticularcoreproduct(forexample,5%oftheworldshareofcompressoroutput).Itisessentialtomakethisdistinctionbetweencorecompetencies,coreproducts,andendproductsbecauseglobalcompetitionisplayedoutbydifferentrulesandfordifferentstakesateachlevel.Themanufactureofcoreproductsforawidevarietyofexternal(andinternal)customersyieldstherevenueandmarketfeedbackthat,atleastpartly,determinesthepaceatwhichcorecompetenciescanbeenhancedandextended.diversifiedcorporationshaveaportfolioofproductsandaportfolioofbusinesses.TheTyrannyoftheSBUSBUorCoreCompetenceWehavedescribedthethreedifferentplanesonwhichbattlesforgloballeadershiparewagedcorecompetence,coreproducts,andendproducts.Wehavedescribedthethreedifferentplanesonwhichbattlesforgloballeadershiparewagedcorecompetence,coreproducts,andendproducts.Determiningwhetheroneiswinningorlosingendproductbattlesismoredifficultbecausemeasuresofproductmarketsharedonotnecessarilyreflectvariouscompanies'paniesthatattempttobuildmarketsharebyrelyingonthecompetitivenessofothers,ratherthaninvestingincorecompetenciesandworldcore-productleadership,maybetreadingonquicksand邢方舟B10090325UnderinvestmentinDevelopingCoreCompetenciesandCoreProductsReasons:1.Nosinglebusinessmayfeelresponsibleformaintainingaviableresponsibility.2.Noonecanjustifytheinvestmentrequiredtobuildworldleadershipinsomecorecompetence.3.CorporatemanagementmaynotimposeamorecomprehensiveviewtoeachSBU.Result:SBUmanagerstendtounderinvest.ImprisonedResourcesReason:Peoplewhoembodytheuniquecompetenceareseenasthesolepropertyofthebusinesstheygrowup.SBUmanagersareunwillingtolendtheircompetencecarriers.Result:Thepeoplecan’tgetassignedtothemostexcitingopportunities,andtheirskillsbegintoatrophy.VickersLoomstheValueofStrategicArchitectureThegoalwas"toensurethatchangeintechnologydoesnotdisplaceVickersfromitscustomers.””ManagersatVickersattemptedtoconceptualizethelikelyevolutionoftechnologiesrelevanttothepowerandmotioncontrolbusinessfunctionalitiesthatwouldsatisfyemergingcustomerneedsnewcompetenciesneededtocreativelymanagethemarriageoftechnologyandcustomerneeds.管理学学作业业杨星耀耀B10090320营营销销二班班DevelopingStrategicArchitectureThefragmentationofcorecompetenciesbecomesinevitablewhenadiversifiedcompany'sinformationsystems,patternsofcommunication,careerpaths,managerialrewards,andprocessesofstrategydevelopmentdonottranscendSBUlines.Webelievethatseniormanagementshouldspendasignificantamountofitstimedevelopingacorporatewidestrategicarchitecturethatestablishesobjectivesforcompetencebuilding.Astrategicarchitectureisaroadmapofthefuturethatidentifieswhichcorecompetenciestobuildandtheirconstituenttechnologies.Byprovidinganimpetusforlearningfromalliancesandafocusforinternaldevelopmentefforts,astrategicarchitecturelikeNEC’sC&Ccandramaticallyreducetheinvestmentneededtosecurefuturemarketleadership.Howcanacompanymakepartnershipsintelligentlywithoutaclearunderstandingofthecorecompetenciesitistryingtobuildandthoseitisattemptingtopreventfrombeingunintentionallytransferred?Ofcourse,allofthisbegsthequestionofwhatastrategicarchitectureshouldlooklike.Theanswerwillbedifferentforeverycompany.Butitishelpfultothinkagainofthattree,ofthecorporationorganizedaroundcoreproductsand,ultimatelycorecompetencies.Tosinksufficientlystrongroots,acompanymustanswersomefundamentalquestions:Howlongcouldwepreserveourcompetitivenessinthisbusinessifwedidnotcontrolthisparticularcorecompetence?Howcentralisthiscorecompetencetoperceivedcustomerbenefits?Whatfutureopportunitieswouldbeforeclosedifweweretolosethisparticularcompetence?Thearchitectureprovidesalogicforproductandmarketdiversification,moreover.AnSBUmanagerwouldbeasked:Doesthenewmarketopportunityaddtotheoverallgoalofbecomingthebestplayerintheworld?Doesitexploitoraddtothecorecompetence?AtVickers,forexample,diversificationoptionshavebeenjudgedinthecontextofbecomingthebestpowerandmotioncontrolcompanyintheworld(seetheinsert"VickersLearnstheValueofStrategicArchitecture").Thestrategicarchitectureshouldmakeresourceallocationprioritiestransparenttotheentireorganization.Itprovidesatemplateforallocationdecisionsbytopmanagement.Ithelpslowerlevelmanagersunderstandthelogicofallocationprioritiesanddisciplinesseniormanagementtomaintainconsistency.Inshort,ityieldsadefinitionofthecompanyandthemarketsitserves.3M,Vickers,NEC,Canon,andHondaallqualifyonthisscore.Hondaknewitwasexploitingwhatithadlearnedfrommotorcycleshowtomakehighrevving,smoothrunning,lightweightengineswhenitenteredthecarbusiness.ThetaskofcreatingastrategicarchitectureforcestheorganizationtoidentifyandcommittothetechnicalandproductionlinkagesacrossSBUsthatwillprovideadistinctcompetitiveadvantage.Itisconsistencyofresourceallocationandthedevelopmentofanadministrativeinfrastructureappropriatetoitthatbreatheslifeintoastrategicarchitectureandcreatesamanagerialculture,teamwork,acapacitytochange,andawillingnesstoshareresources,toprotectproprietaryskills,andtothinklongterm.Thatisalsothereasonthespecificarchitecturecannotbecopiedeasilyorovernightbycompetitors.Strategicarchitectureisatoolforcommunicatingwithcustomersandotherexternalconstituents.Itrevealsthebroaddirectionwithoutgivingawayeverystep.RedeployingtoExploitCompetenciesIfthecompany'scorecompetenciesareitscriticalresourceandiftopmanagementmustensurethatcompetencecarriersarenotheldhostagebysomeparticularbusiness,thenitfollowsthatSBUsshouldbidforcorecompetenciesinthesamewaytheybidforcapital.We'vemadethispointglancingly.ItisimportantenoughtoconsidermoredeeplyOncetopmanagement(withthehelpofdivisionalandSBUmanagers)hasidentifiedoverarchingcompetencies,itmustaskbusinessestoidentifytheprojectsandpeoplecloselyconnectedwiththem.Corporateofficersshoulddirectanauditofthelocation,number,andqualityofthepeoplewhoembodycompetence.Sendamessagetoyourmiddlemanagers:thepeoplecriticaltocorecompetenciesarecorporateassetstobedeployedbycorporatemanagementThissendsanimportantsignaltomiddlemanagers:corecompetenciesarecorporateresourcesandmaybereallocatedbycorporatemanagement.Anindividualbusinessdoesn'townanybody.SBUsareentitledtotheservicesofindividualemployeessolongasitispursuingyieldsthehighestpossiblepayoffontheinvestmentintheirskills.Thismessageisfurtherunderlinedifeachyearinthestrategicplanningorbudgetingprocess,unitmanagersmustjustifytheirholdonthepeoplewhocarrythecompany'scorecompetenciesElementsofCanon'scorecompetenceinopticsarespreadacrossbusinessesasdiverseascameras,copiers,andsemiconductorlithographicequipmentandareshownin"CoreCompetenciesatCanon.”WhenCanonidentifiedanopportunityindigitallaserprinters,itgaveSBUmanagerstherighttoraidotherSBUStopulltogethertherequiredpooloftalent.WhenCanon'sreprographicsproductsdivisionundertooktodevelopmicroprocessor-controlledcopiers,itturnedtothephotoproductsgroup,whichhaddevelopedtheworld'sfirstmicroprocessorcontrolledcamera.Also,rewardsystemsthatfocusonlyonproductlineresultsandcareerpathsthatseldomcrossSBUboundariesengenderpatternsofbehavioramongunitmanagersthataredestructivelycompetitive.AtNEC,divisionalmanagerscometogethertoidentifynextgenerationcompetencies.Togethertheydecidehowmuchinvestmentneedstobemadetobuildupeachfuturecompetencyandthecontributionincapitalandstaffsupportthateachdivisionwillneedtomake.Thereisalsoasenseofequitableexchange.Onedivisionmaymakeadisproportionatecontributionormaybenefitlessfromtheprogressmade,butsuchshortterminequalitieswillbalanceoutoverthelongterm.Incidentally,thepositivecontributionoftheSBUmanagershouldbemadevisibleacrossthecompany.AnSBUmanagerisunlikelytosurrenderkeypeopleifonlytheotherbusiness(orthegeneralmanagerofthatbusinesswhomaybeacompetitorforpromotion)isgoingtobenefitfromtheredeployment.CooperativeSBUmanagersshouldbecelebratedasteamplayers.Whereprioritiesareclear,transfersarelesslikelytobeseenasidiosyncraticandpoliticallymotivated.Transfersforthesakeofbuildingcorecompetencemustberecordedandappreciatedinthecorporatememory.Itisreasonabletoexpectabusinessthathassurrenderedcoreskillsonbehalfofcorporateopportunitiesinotherareastolose,foratime,someofitscompetitiveness.Iftheselossesinperformancebringimmediatecensure,SBUswillbeunlikelytoassenttoskillstransfersnexttimeTopmanagement’’srealresponsibilityisstrategicarchitecturethatguidescompetencebuildingFinally,therearewaystoweankeyemployeesofftheideathattheybelonginperpetuitytoanyparticularbusiness.Earlyintheircareers,peoplemaybeexposedtoavarietyofbusinessesthroughacarefullyplannedrotationprogram.AtCanon,criticalpeoplemoveregularlybetweenthecamerabusinessandthecopierbusinessandbetweenthecopierbusinessandtheprofessionalopticalproductsbusiness.Inmidcareer,periodicassignmentstocrossdivisionalprojectteamsmaybenecessarybothfordiffusingcorecompetenciesandforlooseningthebondsthatmighttieanindividualtoonebusinessevenwhenbrighteropportunitiesbeckonelsewhere.Thosewhoembodycriticalcorecompetenciesshouldknowthattheircareersaretrackedandguidedbycorporatehumanresourceprofessionals.Intheearly1980satCanon,allengineersunder30wereinvitedtoapplyformembershiponasevenpersoncommitteethatwastospendtwoyearsplottingCanon'sfuturedirection,includingitsstrategicarchitecture.Competencecarriersshouldberegularlybroughttogetherfromacrossthecorporationtotradenotesandideas.Thegoalistobuildastrongfeelingofcommunityamongthesepeople.Toagreatextent,theirloyaltyshouldbetotheintegrityofthecorecompetenceareatheyrepresentandnotjusttoparticularbusinesses.Intravelingregularly,talkingfrequentlytocustomers,andmeetingwithpeers,competencecarriersmaybeencouragedtodiscovernewmarketopportunities.Corecompetenciesarethewellspringofnewbusinessdevelopment.Theyshouldconstitutethefocusforstrategyatthecorporatelevel.Managershavetowinmanufacturingleadershipincoreproductsandcaptureglobalsharethroughbrandbuildingprogramsaimedatexploitingeconomiesofscope.Onlyifthecompanyisconceivedofasahierarchyofcorecompetencies,coreproducts,andmarketfocusedbusinessunitswillitbefittofightNorcantopmanagementbejustanotherlayerofaccountingconsolidation,whichitoftenisinaregimeofradicaldecentralization.Topmanagementmustaddvaluebyenunciatingthestrategicarchitecturethatguidesthecompetenceacquisitionprocess.Webelieveanobsessionwithcompetencebuildingwillcharacterizetheglobalwinnersofthe1990s.Withthedecadeunderway,thetimeforrethinkingtheconceptofthecorporationisalreadyoverdue

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