企业核心竞争力TheCoreCompetenceoftheCorporation.docx
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企业核心竞争力TheCoreCompetenceoftheCorporation.docx
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企业核心竞争力TheCoreCompetenceoftheCorporation
TheCoreCompetenceoftheCorporation
CKPrahaladandGaryHamel
Structureofthisarticle
1
ACaseofNECandGTE.
>-Theimportanceandcharactersofcorecompetencies.
IdentifycorecompetenciesandLosethem.
li
Prahalad
•OneofthegreatestIndianbusinessthinkers
•ProfessorofcorporatestrategyandinternationalbusinessattheUniversityofMichigan.
•Focusonnextpractices^corporatestrategyandtheroleofmanagementindiversifiedmultinationalcorporations
GaryHamel
•CEOofStrategos,DirectoroftheWoodsideInstitute,andvisaingprofessorofstrategicmanagementatLondonBusinessschool
•Concepts:
"corecompetence/5
"strategicintent^and"industryrevolution^
•Createdrule-breakingstrategiesthathavegeneratedbillionsofdollarsinnewwealth・
Knowledge
Skills
Attitudes
Core
Competence
Whatiscorecompetence?
Corecompetenciesaretheorganization'scollectivelearningandabilitytocoordinateandintegratemultipleproductionskillsandtechnologystreams.Theyarealsoabouttheorganizationofworkanddeliveryofvalueinservicesandmanufacturing.
NEC
NECVS.GTE(1980)
GTE
•Onlycomparableintechnologicalbaseandcomputerbusinesses
•Noexperienceintelecommunications
Switchingandtransmissionsystems
Lighting
products
DigitalPABX
<>
Semi-
conductors
\
c
Packet
switching
ZA
Satellites
K
Telenet
J丿
SylvaniaTV
J丿
Acase:
NECVS.GTE
1980
1980
1988
$billion
3.8
NECVS.GTE(1988)
GTE
Wordleader〉
Semiconductors
Switchingan"transmissionjsystems丿
Lightingproducts丿
Telecommunicationsproducts
Computers
Mobiletelephones
Facsimilemachines
Laptopcomputers
DigitalPABX
Satellites
Semi-
conductors
x.y
Packet
switching
Telenet
SylvaniaTV
NEC:
Why?
Strategicintentandstrategicarchitectureof“C&C”(Computer&Communication)
Constituteda“C&CCommittee”
Identifiedthreeinterrelatedstreamsoftechnologyandmarketevolution
Caredabout“coreproduct”andbuiltstrategicalliances
Strueture:
Thecharactersofcorecompetencies.
Hownottothinkofcompetenee?
(1)TheRootsofCompetitiveAdvantage
|From1980to1988,theachievementsofJapanesecompanies・
*Lowcostandhighquality;
*Inventingnewmarkets,creatingnewproducts,andenhancingtheminvanguard(前卫的)markets;
*Inestablishedmarket,theyalsomadegreatchallengetowesterncompanies.
Manyexamplesaregivenhere.
What'stheprobleminmanywesterncompanies?
•••••・•・♦••••■••・••••■■・•・•••・••・・••••■••・••••■・・•・•••・・•・・••••■••・••••■■・•・•••・••・・••••■••・••••■・・•・•••・・•・・••••■••・••••■■・•・•••・••・・••••■••・••••■・・•・•••・・•・・••••■••・••••■■・•・•••・••・・••••■・・・・・•・■■•••••・■♦•■■••■•■・♦・・•・・■・♦■・・•・■・・・■・・・•■・♦・・•・・■・♦■・・・・■■■・■・・・•■・♦・・•・・■・♦■・・•・■♦■■•••••■・・・•・・・■■・♦■・•・■•・♦■・・・・■・♦・—
Japanesecompaniespossesgreatertechnicalcapabilities.
TheirseniorexecutivesarelesscapablethanthoseinJapan.
Theprobleminmanywesterncompanies
Yes)
TheylimittheabilityofindividualbusinessestofullyexploitthedeeptechnologicalJcapability•丿
Inthelongrun,competitivenessderivesfromanabilitytobuildthecorecompetenciesatlowercostandfasterthancompetitors.
EndProducts<
Corporation
CoreProducts
Business
Units
providesnourishment,sustenanceandstability
(2)TheCharactersofCoreCompetences
Itisalsoabouttheorganizationofworkandthediversityofvalue.
Corecompetenciesarethecollectivelearningintheorganization,especiallyhowtocoordinatediverseproductionskillsandintegratemultiplestreamsoftechnologies.
Core、
competenciesare
communication,involvementanddeepcommitmenttoworkingacrossorganizationalboundaries.Involvesmanylevelsofpeopleandallfunctions.
Doesnot'diminishwithuse.Andcorecompetenciesarealsotheengineforthenewbusinessdevelopment.Patternsofdiversificationandmarketentrymybeguidedbythem・
omecompaniesandcorecompetencies
(3)HowNottoThinkofCompetence
❖Cultivatingcorecompeteneedoesnotmeanoutspendingrivalsonresearchanddevelopment.
❖Corecompetencedoesnotmeansharedcosts,aswhenatwoormoreSBUsuseacommonfacility-aplant,servicefacility,orsalesforce-orshareacommoncomponent.
Sohowtoidentifycorecompetencies?
Structure:
Identifycorecompetencies
Identifycorecompetenciesthreetests
Corecompetenciesprovidepotential
accesstoawidevarietyofmarket
Identify
Corecompetenciesshouldmakea
significantcontributiontotheperceived
customerbenefitsoftheendproducts
Core
Competencies
Corecompetenciesshouldbe
diffucultforcompetitorstoimitate
Losingcorecompetencies
Outsourcingthecorecompetencies
Havinganallianceorwithoutknowingwheretobuiltcompetenceleadership
Forgoingopportunitiestoestablishcompetencies
TwoLessons(教训)
Throwoutababywithbathwaterindivestmentdecisions
•Thecostsoflosingacorecompetencecanbeonlypartlycalctilatedinadvance・
•Acompanyhasfailedtoinvestincorecompetencebuildingwillitvery
difficulttoenteran.
Whenitcomestocorecompetencies,itisdifficulttogetoffthetrain,walktothestation,andthenreboard・,
Core
Core
End
Competencies
Products
products
Linchpin(关键)
FromCoreCompetenciestoCore
Products
ThephysicalembodimentsofThecomponentsorsubassembliesactually
corecompetenciescontributingtothevalueoftheendproducts
GlobalCompetitionatEachLevel
Buildordefendleadershipoveralongtime
End
products
Movedownstreamtobuildbrandshare
TheTyrannyoftheSBU
DevelopingStrategicArchitecture
Portfolioofbusinessesrelatedinproduct-marketterms
Portfolioofcompetenciescoreproducts,andbusiness
theSBU"owns”all
resourcesotherthancash
Resourceisallocatedbusinessbybusiness、
Optimizingcorporatereturnsthroughcapitalallocationtrade-offsamongbusinesses
SBUisapotentialreservoir
ofcorecompetencies
topmanagementallocates
capitalandtalent
Clarifystrategicarchitecture
andbuildingcompetencies
tosecurethefuture
IwoConceptsoftheCorporation:
hereconceptualizationofSBU
Inmanycompanies,theSBU
Whatarethecosts
ofthisdistortion?
prismmeansthatonlyone
planeoftheglobalcompetitive
battleisvisibletotopmanagers.
1.UnderinvestmentinDevelopingCoreCompetenciesandCoreProducts
Reasons:
♦Nosinglebusinessmayfeelresponsibleformaintainingaviableresponsibility.
♦Noonecanjustifytheinvestmentrequiredtobuildworldleadershipinsomecorecompetence・
♦Corpora.temanagementmaynotimposeamorecomprehensiveviewtoeachSBU.
ResuIt:
♦SBUmanagerstendtounderinvest.
2JmphsonedResources
Reason:
♦Peoplewhoembodytheuniquecompetenceareseenasthesolepropertyofthebusinesstheygrowup.SBUmanagersareunwillingtolendtheircompetencecarriers・
ResuIt:
♦ThepeoplecanJtgetassignedtothemostexcitingopportunities,andtheirskillsbegintoatrophy.
3,BoundedInnovation
Reason:
♦Corecompetencearenotrecognized.
ResuIt:
♦individualSBUwillpursueonlythoseinnovation
opportunitiesthatcloseathand.
StrategicArchitecture:
Aroadmapofthefuture
Advantages
technologies.
*Motivateorganizationstolearnfromalliances
*Helporganizationstoensureinternaldevelopmentefforts
*Reducetheinvestmentneededtosecurefuturemarketleadership
*Helpcompaniestofindadistinctcompetitiveadvantage
*Atoolforcommunicatingwithcustomersandotherexternalconstituents
Whatastrategicarchitectureshouldlookhe?
•Thearchitectureprovidesalogicforproductandmarketdiversification.
•Thestrategicarchitectureshouldmakeresourceallocationprioritiestransparenttotheentireorganization.
•Thestrategicarchitectureisnotaforecastofspecificproductsorspecifictechnologiesbetweencustomerfunctionalityrequirements,potentialtechnologies,andcorecompetencies・
Example:
Vickers
*Maketargetedacquisitions
火Reorganization
*Buildingadministrative
systems
Amapofemerging
customerneeds,changing
technologiesandcore
competencies.
Redeployingtoexploit
competencies
Theelementsofcorecompetenciesbelongtothewholecorporate
Makeaproperrewardsystem
ThepositivecontributionoftheSBUmanagershouldbemadevisible
Recordtransfersforthesakeofbuildingcorecompetence
Weanemployeesofftheoldideas
Unearlycareer
(^nmiddlecareer
/^peoplemay^beexposedtoavarietyofbusinessesthroughacarefullyplannedrotation\program/
/^periodic^assignmentstocross-divisionalprojectteamsmaybe\necessary
Competencecarriersshouldberegularlybrought
togetherfromacrossthecorporationtotradenotes
andideas
Conclusion
Corecompetenciesarethewellspring
ofnewbusinessdevelopment
Onlyofthecompanyisconceivedofasahierarchyofcorecompetencies,coreproduct,andmarket-focusedbusinessunitswillitbefittofight
Topmanagementmustaddvaluebyenunciating(阐明)
thestrategicarchitecturethatguidesthecompetence
acquisitionprocess.
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