公司的核心競爭力普拉哈拉德TheCoreCompetenceof課件

小組成員：李文軍余水生楊新才張騰達(dá)邢方舟楊星耀

TheCoreCompetenceoftheCorporation

C.k.PrahaldandHamel小組成員：李文軍余水生楊新才1TheCoreCompetenceoftheCorporationByc.k.PrahaladandGaryHamelTheCoreCompetenceoftheCor2HowtojudgetopexecutivesDuringthe1980s1.restructuretheircorporations(重組公司)2.decluttertheircorporations（撥亂反正）3.delayertheircorporations（精簡機(jī)構(gòu)）Inthe1990s1.Identifythecorecompetencies（識別核心競爭力）2.Cultivatethecorecompetencies（培育核心競爭力）3.Exploitthecorecompetencies（利用核心競爭力）HowtojudgetopexecutivesDur3SomethingChangedIn1980,GTE’ssaleswere$9.98billion,andnetcashflowwas$1.73billion.In1988,GET’ssaleswere$16.46billion.In1980,NEC’ssaleswere$3.8billion.In1988,NEC’ssaleswere$21.89billion.SomethingChangedIn1980,GTE’s4Why

?LargelybecauseNECconceivedofitselfintermsof“corecompetencies”andGTEdidnot.Why?LargelybecauseNECconce5RethinkingthecorporationRethinkingthecorporation6Thediversifiedcorporationisaverydifficultjob.

Thecriticaltaskformanagementistocreateanorganizationcapableofinfusingproductswithirresistiblefunctionalityor,betteryet,creatingproductsthatcustomersneedbuthavenotyetevenimagined.Itrequiresradicalchangeinthemanagementofmajorcompanies.Thediversifiedcorporationis7ThechangingbasisforgloballeadershipNEC’stopmanagementreckoned,wouldhingeonacquiringcorecompetencies.DecentralizationmadeitdifficultforGTEtofocusoncorecompetencies.Thechangingbasisforglobal8TheRootsofCompetitiveAdvantageB10090329余水生TheRootsofCompetitiveAdvan9Intheshortrun,acompany'scompetitivenessderivesfromtheprice/performanceattributesofcurrentproducts.Butthesurvivorsofthefirstwaveofglobalcompetition,WesternandJapanesealike,areallconvergingonsimilarandformidablestandardsforproductcostandqualityminimumhurdlesforcontinuedcompetition,butlessandlessimportantassourcesofdifferentialadvantage.Inthelongrun,competitivenessderivesfromanabilitytobuild,atlowercostandmorespeedilythancompetitors,thecorecompetenciesthatspawnunanticipatedproducts.Therealsourcesofadvantagearetobefoundinmanagement'sabilitytoconsolidatecorporatewidetechnologiesandproductionskillsintocompetenciesthatempowerindividualbusinessestoadaptquicklytochangingopportunities. Intheshortrun,acompany's10Corecompetenciesarethecollectivelearningintheorganization,especiallyhowtocoordinatediverseproductionskillsandintegratemultiplestreamsoftechnologies.Corecompetenciesarethecoll11Ifcorecompetenceisaboutharmonizingstreamsoftechnology,itisalsoabouttheorganizationofworkandthedeliveryofvalue.Ifcorecompetenceisaboutha12Corecompetenceiscommunication,involvement,andadeepcommitmenttoworkingacrossorganizationalboundaries.Itinvolvesmanylevelsofpeopleandallfunctions.Andcorecompetencedoesnotdiminishwithuse.Corecompetenceiscommunicati13Managementtrappedinthestrategicbusinessunit(SBU)mindsetalmostinevitablyfindsitsindividualbusinessesdependentonexternalsourcesforcriticalcomponents,suchasmotorsorcompressors.Butthesearenotjustcomponents.Theyarecoreproductsthatcontributetothecompetitivenessofawiderangeofendproducts.Theyarethephysicalembodimentsofcorecompetencies.Managementtrappedinthestra14

B10090319楊新才HowNottoThinkofCompetence

IdentifyingCoreCompetencies

Losing

CoreCompetencies

B10090319楊15HowNottoThinkofCompetenceInthecorecompetenciesunderlyingthem,disparatebusinessesbecomecoherentCultivatingcorecompetencedoesnotmeanoutspendingrivalsonresearchanddevelopmentNordoescorecompetencemeansharedcosts,aswhentwoormoreSBU'suseacommonfacility–aplant,servicefacility,orsalesforce–orshareacommoncomponentBuildingcorecompetenciesismoreambitiousanddifferentthanintegratingvertically,moreoverHowNottoThinkofCompetence16IdentifyingCoreCompetencies

First,acorecompetenceprovidespotentialaccesstoawidevarietyofmarkets.

Second,acorecompetenceshouldmakeasignificantcontributiontotheperceivedcustomerbenefitsoftheendproduct.

Finally,acorecompetenceshouldbedifficultforcompetitorstoimitate.IdentifyingCoreCompetencies17Losing

CoreCompetencies

OEMLosingCoreCompetenciesOEM18FromCoreCompetenciestoCoreProducts.B10090325張騰達(dá)FromCoreCompetenciestoCore19Thetangiblelinkbetweenidentifiedcorecompetenciesandendproductsiswhatwecallthecoreproducts-thephysicalembodimentsofoneormorecorecompetencies.Coreproductsarethecomponentsorsubassembliesthatactuallycontributetothevalueoftheendproducts.Thetangiblelinkbetweeniden20Honda'sengines,forexample,arecoreproducts,linchpinsbetweendesignanddevelopmentskillsthatultimatelyleadtoaproliferationofendproducts.Thinkingintermsofcoreproductsforcesacompanytodistinguishbetweenthebrandshareitachievesinendproductmarkets(forexample,40%oftheU.S.refrigeratormarket)andthemanufacturingshareitachievesinanyparticularcoreproduct(forexample,5%oftheworldshareofcompressoroutput).Honda'sengines,forexample,21Itisessentialtomakethisdistinctionbetweencorecompetencies,coreproducts,andendproductsbecauseglobalcompetitionisplayedoutbydifferentrulesandfordifferentstakesateachlevel.Themanufactureofcoreproductsforawidevarietyofexternal(andinternal)customersyieldstherevenueandmarketfeedbackthat,atleastpartly,determinesthepaceatwhichcorecompetenciescanbeenhancedandextended.Itisessentialtomakethisd22diversifiedcorporationshaveaportfolioofproductsandaportfolioofbusinesses.TheTyrannyoftheSBUSBUorCoreCompetencediversifiedcorporationshave23Wehavedescribedthethreedifferentplanesonwhichbattlesforgloballeadershiparewagedcorecompetence,coreproducts,andendproducts.Wehavedescribedthethreedifferentplanesonwhichbattlesforgloballeadershiparewagedcorecompetence,coreproducts,andendproducts.Wehavedescribedthethreedi24Determiningwhetheroneiswinningorlosingendproductbattlesismoredifficultbecausemeasuresofproductmarketsharedonotnecessarilyreflectvariouscompanies'paniesthatattempttobuildmarketsharebyrelyingonthecompetitivenessofothers,ratherthaninvestingincorecompetenciesandworldcore-productleadership,maybetreadingonquicksand邢方舟B10090325Determiningwhetheroneiswin25UnderinvestmentinDevelopingCore

CompetenciesandCoreProductsReasons:1.Nosinglebusinessmayfeelresponsibleformaintainingaviableresponsibility.2.Noonecanjustifytheinvestmentrequiredtobuildworldleadershipinsomecorecompetence.3.Corporate

managementmaynotimposeamore

comprehensiveviewtoeachSBU.Result:

SBUmanagerstendtounderinvest.UnderinvestmentinDeveloping26ImprisonedResourcesReason:Peoplewhoembodytheuniquecompetenceareseenasthesolepropertyofthebusinesstheygrowup.SBUmanagersareunwillingtolendtheircompetencecarriers.Result:Thepeoplecan’tgetassignedtothemostexcitingopportunities,andtheirskills

begintoatrophy.ImprisonedResourcesReason:27VickersLoomstheValueofStrategicArchitecture Thegoalwas"toensurethatchangeintechnologydoesnotdisplaceVickersfromitscustomers.”VickersLoomstheValueofStr28ManagersatVickersattemptedtoconceptualizethelikelyevolutionoftechnologiesrelevanttothepowerandmotioncontrolbusinessfunctionalitiesthatwouldsatisfyemergingcustomerneedsnewcompetenciesneededtocreativelymanagethemarriageoftechnologyandcustomerneeds.ManagersatVickersattempted29管理學(xué)作業(yè)楊星耀B10090320營銷二班管理學(xué)作業(yè)楊星耀B10090320營銷二班30DevelopingStrategicArchitecture

Thefragmentationofcorecompetenciesbecomesinevitablewhenadiversifiedcompany'sinformationsystems,patternsofcommunication,careerpaths,managerialrewards,andprocessesofstrategydevelopmentdonottranscendSBUlines.Webelievethatseniormanagementshouldspendasignificantamountofitstimedevelopingacorporatewidestrategicarchitecturethatestablishesobjectivesforcompetencebuilding.Astrategicarchitectureisaroadmapofthefuturethatidentifieswhichcorecompetenciestobuildandtheirconstituenttechnologies.Byprovidinganimpetusforlearningfromalliancesandafocusforinternaldevelopmentefforts,astrategicarchitecturelikeNEC’sC&Ccandramaticallyreducetheinvestmentneededtosecurefuturemarketleadership.Howcanacompanymakepartnershipsintelligentlywithoutaclearunderstandingofthecorecompetenciesitistryingtobuildandthoseitisattemptingtopreventfrombeingunintentionallytransferred?Ofcourse,allofthisbegsthequestionofwhatastrategicarchitectureshouldlooklike.Theanswerwillbedifferentforeverycompany.Butitishelpfultothinkagainofthattree,ofthecorporationorganizedaroundcoreproductsand,ultimatelycorecompetencies.Tosinksufficientlystrongroots,acompanymustanswersomefundamentalquestions:Howlongcouldwepreserveourcompetitivenessinthisbusinessifwedidnotcontrolthisparticularcorecompetence?Howcentralisthiscorecompetencetoperceivedcustomerbenefits?Whatfutureopportunitieswouldbeforeclosedifweweretolosethisparticularcompetence?DevelopingStrategicArchitect31Thearchitectureprovidesalogicforproductandmarketdiversification,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.Thearchitectureprovidesalo32RedeployingtoExploitCompetencies

Ifthecompany'scorecompetenciesareitscriticalresourceandiftopmanagementmustensurethatcompetencecarriersarenotheldhostagebysomeparticularbusiness,thenitfollowsthatSBUsshouldbidforcorecompetenciesinthesamewaytheybidforcapital.We'vemadethispointglancingly.ItisimportantenoughtoconsidermoredeeplyOncetopmanagement(withthehelpofdivisionalandSBUmanagers)hasidentifiedoverarchingcompetencies,itmustaskbusinessestoidentifytheprojectsandpeoplecloselyconnectedwiththem.Corporateofficersshoulddirectanauditofthelocation,number,andqualityofthepeoplewhoembodycompetence.

RedeployingtoExploitCompete33Sendamessagetoyourmiddlemanagers: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,SBUswillbeunlikelytoassenttoskillstransfersnexttimeSendamessagetoyourmiddle34Topmanagement’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

Topmanagement’srealresponsi35

謝謝觀賞謝謝觀賞36小組成員：李文軍余水生楊新才張騰達(dá)邢方舟楊星耀

TheCoreCompetenceoftheCorporation

C.k.PrahaldandHamel小組成員：李文軍余水生楊新才37TheCoreCompetenceoftheCorporationByc.k.PrahaladandGaryHamelTheCoreCompetenceoftheCor38HowtojudgetopexecutivesDuringthe1980s1.restructuretheircorporations(重組公司)2.decluttertheircorporations（撥亂反正）3.delayertheircorporations（精簡機(jī)構(gòu)）Inthe1990s1.Identifythecorecompetencies（識別核心競爭力）2.Cultivatethecorecompetencies（培育核心競爭力）3.Exploitthecorecompetencies（利用核心競爭力）HowtojudgetopexecutivesDur39SomethingChangedIn1980,GTE’ssaleswere$9.98billion,andnetcashflowwas$1.73billion.In1988,GET’ssaleswere$16.46billion.In1980,NEC’ssaleswere$3.8billion.In1988,NEC’ssaleswere$21.89billion.SomethingChangedIn1980,GTE’s40Why

?LargelybecauseNECconceivedofitselfintermsof“corecompetencies”andGTEdidnot.Why?LargelybecauseNECconce41RethinkingthecorporationRethinkingthecorporation42Thediversifiedcorporationisaverydifficultjob.

Thecriticaltaskformanagementistocreateanorganizationcapableofinfusingproductswithirresistiblefunctionalityor,betteryet,creatingproductsthatcustomersneedbuthavenotyetevenimagined.Itrequiresradicalchangeinthemanagementofmajorcompanies.Thediversifiedcorporationis43ThechangingbasisforgloballeadershipNEC’stopmanagementreckoned,wouldhingeonacquiringcorecompetencies.DecentralizationmadeitdifficultforGTEtofocusoncorecompetencies.Thechangingbasisforglobal44TheRootsofCompetitiveAdvantageB10090329余水生TheRootsofCompetitiveAdvan45Intheshortrun,acompany'scompetitivenessderivesfromtheprice/performanceattributesofcurrentproducts.Butthesurvivorsofthefirstwaveofglobalcompetition,WesternandJapanesealike,areallconvergingonsimilarandformidablestandardsforproductcostandqualityminimumhurdlesforcontinuedcompetition,butlessandlessimportantassourcesofdifferentialadvantage.Inthelongrun,competitivenessderivesfromanabilitytobuild,atlowercostandmorespeedilythancompetitors,thecorecompetenciesthatspawnunanticipatedproducts.Therealsourcesofadvantagearetobefoundinmanagement'sabilitytoconsolidatecorporatewidetechnologiesandproductionskillsintocompetenciesthatempowerindividualbusinessestoadaptquicklytochangingopportunities. Intheshortrun,acompany's46Corecompetenciesarethecollectivelearningintheorganization,especiallyhowtocoordinatediverseproductionskillsandintegratemultiplestreamsoftechnologies.Corecompetenciesarethecoll47Ifcorecompetenceisaboutharmonizingstreamsoftechnology,itisalsoabouttheorganizationofworkandthedeliveryofvalue.Ifcorecompetenceisaboutha48Corecompetenceiscommunication,involvement,andadeepcommitmenttoworkingacrossorganizationalboundaries.Itinvolvesmanylevelsofpeopleandallfunctions.Andcorecompetencedoesnotdiminishwithuse.Corecompetenceiscommunicati49Managementtrappedinthestrategicbusinessunit(SBU)mindsetalmostinevitablyfindsitsindividualbusinessesdependentonexternalsourcesforcriticalcomponents,suchasmotorsorcompressors.Butthesearenotjustcomponents.Theyarecoreproductsthatcontributetothecompetitivenessofawiderangeofendproducts.Theyarethephysicalembodimentsofcorecompetencies.Managementtrappedinthestra50

B10090319楊新才HowNottoThinkofCompetence

IdentifyingCoreCompetencies

Losing

CoreCompetencies

B10090319楊51HowNottoThinkofCompetenceInthecorecompetenciesunderlyingthem,disparatebusinessesbecomecoherentCultivatingcorecompetencedoesnotmeanoutspendingrivalsonresearchanddevelopmentNordoescorecompetencemeansharedcosts,aswhentwoormoreSBU'suseacommonfacility–aplant,servicefacility,orsalesforce–orshareacommoncomponentBuildingcorecompetenciesismoreambitiousanddifferentthanintegratingvertically,moreoverHowNottoThinkofCompetence52IdentifyingCoreCompetencies

First,acorecompetenceprovidespotentialaccesstoawidevarietyofmarkets.

Second,acorecompetenceshouldmakeasignificantcontributiontotheperceivedcustomerbenefitsoftheendproduct.

Finally,acorecompetenceshouldbedifficultforcompetitorstoimitate.IdentifyingCoreCompetencies53Losing

CoreCompetencies

OEMLosingCoreCompetenciesOEM54FromCoreCompetenciestoCoreProducts.B10090325張騰達(dá)FromCoreCompetenciestoCore55Thetangiblelinkbetweenidentifiedcorecompetenciesandendproductsiswhatwecallthecoreproducts-thephysicalembodimentsofoneormorecorecompetencies.Coreproductsarethecomponentsorsubassembliesthatactuallycontributetothevalueoftheendproducts.Thetangiblelinkbetweeniden56Honda'sengines,forexample,arecoreproducts,linchpinsbetweendesignanddevelopmentskillsthatultimatelyleadtoaproliferationofendproducts.Thinkingintermsofcoreproductsforcesacompanytodistinguishbetweenthebrandshareitachievesinendproductmarkets(forexample,40%oftheU.S.refrigeratormarket)andthemanufacturingshareitachievesinanyparticularcoreproduct(forexample,5%oftheworldshareofcompressoroutput).Honda'sengines,forexample,57Itisessentialtomakethisdistinctionbetweencorecompetencies,coreproducts,andendproductsbecauseglobalcompetitionisplayedoutbydifferentrulesandfordifferentstakesateachlevel.Themanufactureofcoreproductsforawidevarietyofexternal(andinternal)customersyieldstherevenueandmarketfeedbackthat,atleastpartly,determinesthepaceatwhichcorecompetenciescanbeenhancedandextended.Itisessentialtomakethisd58diversifiedcorporationshaveaportfolioofproductsandaportfolioofbusinesses.TheTyrannyoftheSBUSBUorCoreCompetencediversifiedcorporationshave59Wehavedescribedthethreedifferentplanesonwhichbattlesforgloballeadershiparewagedcorecompetence,coreproducts,andendproducts.Wehavedescribedthethreedifferentplanesonwhichbattlesforgloballeadershiparewagedcorecompetence,coreproducts,andendproducts.Wehavedescribedthethreedi60Determiningwhetheroneiswinningorlosingendproductbattlesismoredifficultbecausemeasuresofproductmarketsharedonotnecessarilyreflectvariouscompanies'paniesthatattempttobuildmarketsharebyrelyingonthecompetitivenessofothers,ratherthaninvestingincorecompetenciesandworldcore-productleadership,maybetreadingonquicksand邢方舟B10090325Determiningwhetheroneiswin61UnderinvestmentinDevelopingCore

CompetenciesandCoreProductsReasons:1.Nosinglebusinessmayfeelresponsibleformaintainingaviableresponsibility.2.Noonecanjustifytheinvestmentrequiredtobuildworldleadershipinsomecorecompetence.3.Corporate

managementmaynotimposeamore

comprehensiveviewtoeachSBU.Result:

SBUmanagerstendtounderinvest.UnderinvestmentinDeveloping62ImprisonedResourcesReason:Peoplewhoembodytheuniquecompetenceareseenasthesolepropertyofthebusinesstheygrowup.SBUmanagersareunwillingtolendtheircompetencecarriers.Result:Thepeoplecan’tgetassignedtothemostexcitingopportunities,andtheirskills

begintoatrophy.ImprisonedResourcesReason:63VickersLoomstheValueofStrategicArchitecture Thegoalwas"toensurethatchangeintechnologydoesnotdisplaceVickersfromitscustomers.”VickersLoomstheValueofStr64ManagersatVickersattemptedtoconceptualizethelikelyevolutionoftechnologiesrelevanttothepowerandmotioncontrolbusinessfunctionalitiesthatwouldsatisfyemergingcustomerneedsnewcompetenciesneededtocreativelymanagethemarriageoftechnologyandcustomerneeds.ManagersatVickersattempted65管理學(xué)作業(yè)楊星耀B10090320營銷二班管理學(xué)作業(yè)楊星耀B10090320營銷二班66DevelopingStrategicArchitecture

Thefragmentationofcorecompetenciesbecomesinevitablewhenadiversifiedcompany'sinformationsystems,patternsofcommunication,careerpaths,managerialrewards,andprocessesofstrategydevelopmentdonottranscendSBUlines.Webelievethatseniormanagementshouldspendasignificantamountofitstimedevelopingacorporatewidestrategicarchitecturethatestablishesobjectivesforcompetencebuilding.Astrategicarchitectureisaroadmapofthefuturethatidentifieswhichcorecompetenciestobuildandtheirconstituenttechnologies.Byprovi