战略就是革命

1、strategy as revolutionstrategy as revolution by gary hamelby gary hamel july.august 1996 july.august 1996three kinds of companies010102020303rule makersrule makersrule takersrule takersrule breakersrule breakersthe essential problem in the essential problem in organizations today is a organizations

2、today is a failure to distinguish planning failure to distinguish planning from strategizing.from strategizing.planning is about planning is about programming,not discovering. programming,not discovering. planning is for technocrats, planning is for technocrats, not dreamers.not dreamers.1.strategic

3、 planning isnt strategic.1.strategic planning isnt strategic.if there is to be any hope of if there is to be any hope of industry revolution, the industry revolution, the creators of strategy must cast creators of strategy must cast off industrial conventions. for off industrial conventions. for ins

4、tance, anita roddick,the instance, anita roddick,the founder of the body shop.founder of the body shop.2.strategy making must be subversive.2.strategy making must be subversive.3.the bottleneck is at the top of the bottle3.the bottleneck is at the top of the bottlein most companies, in most companie

5、s, strategic orthodoxy has strategic orthodoxy has some very powerful some very powerful defenders: senior defenders: senior managers.managers.4.revolutionaries exist in every company.4.revolutionaries exist in every company.it is often said that you it is often said that you cannot find a pro-chang

6、e cannot find a pro-change constituency in a successful constituency in a successful company. i disagree. it is company. i disagree. it is more accurate to say that in a more accurate to say that in a successful company you are successful company you are unlikely to find a pro-change unlikely to fin

7、d a pro-change constituency among the top constituency among the top dozen or so officers.dozen or so officers.all too often, when senior managers talk all too often, when senior managers talk about change, they are taking about fear-about change, they are taking about fear-inducing change, which th

8、ey plan to impose inducing change, which they plan to impose on unprepared and unsuspecting employees. on unprepared and unsuspecting employees. all too often, change is simply a code all too often, change is simply a code word for some thing nasty: a wrenching word for some thing nasty: a wrenching

9、 restructuring or reorganization. this sort restructuring or reorganization. this sort of change is not about opening up new of change is not about opening up new opportunities but about paying for the opportunities but about paying for the past mistakes of corporate leaders.past mistakes of corpora

10、te leaders.5.change is not the problem, engagement is.5.change is not the problem, engagement is.6.strategy making must be democratic.6.strategy making must be democratic.the first constituency is young people-or, more accurately, people with a youthful perspective.the people at an organizations geo

11、graphic periphery are the second constituency that deserves a larger say in strategy making.the third constituency that deserves a disproportionate say is newcomers, people who have not yew been co-opted by an industrys dogma.7.anyone can be a strategy activist.7.anyone can be a strategy activist.li

12、sten to thomas paine: listen to thomas paine: let them call me rebel and let them call me rebel and welcome, i feel no concern welcome, i feel no concern from it; but i should from it; but i should suffer the misery of suffer the misery of devils, were i to make a devils, were i to make a whore of m

13、y soil”whore of my soil”8.perspective is worth 50 iq points.8.perspective is worth 50 iq points.first, the company must identify the unshakeable first, the company must identify the unshakeable beliefs but across the industry-the industrys beliefs but across the industry-the industrys conventions.se

14、cond,the company must search for conventions.second,the company must search for discontinuities in technology, lifestyle, working discontinuities in technology, lifestyle, working habits, or geopolitics that might create habits, or geopolitics that might create opportunities to rewrite the industrys

15、 rules. opportunities to rewrite the industrys rules. third, the company must achieve a deep understanding third, the company must achieve a deep understanding of its core competencies. fourth, the company must of its core competencies. fourth, the company must use all this knowledge to identify the revolutionary use all this knowledge to identify the revolutionary ideas, the unconventional strategic options, that ideas, the unconventional strategic options, that could put to work in its competitive do