推荐：学生作业(核心竞争力).ppt

1、,Happy,135,阿布莱提 陈闪闪 刘姗姗 李钰卿 黄春媚 黄燕妮 史杨艳 郑翌,Consider the position transition,Eroded international position Small business in global terms Sales:16.46,Active in telecommunications Operations spanning a variety of business Sales:9.98 billion,A comparable technological base and computer businesses But n

2、o experience Sales:3.8 billion,Consolidated position The world leader and a first-tier Sales:21.89,GTE,NEC,1980,1988,Starting with comparable business portfolios,Core competencies,Performing so differently,why,A portfolio of competencies,distinctions in conceiving,A portfolio of business,NEC,GTE,VS,

3、Articulate “strategic architecture” The convergence of computing and communications Collaborative arrangements to multiply internal resources Enter myriad alliances to learn and absorb other companies skills,No commonly accepted view of which competencies to require Decentralization of business unit

4、s Increasing dependence on outsiders for critical skill Collaboration became a route to staged exits,In the short run The price/performance attributes of current products,The source of a companys competitiveness,The real sources of competitive advantage are to be found in managements ability to cons

5、olidate corporate-wide technologies and production skills into competencies that empower individual businesses to adapt quickly to changing opportunities.,In the long run An ability to build, at lower cost and more speedily than competitors, the core competencies that spawn unanticipated products,Le

6、ss capable senior executives,The problem lies in ,lower technical capabilities,Adherence to a concept of the corporation,Unnecessarily limits the ability of individual businesses to fully exploit the deep reservoir of technological capability,Business 1,Application Interaction,1,Core product 2,2,3,4

7、,5,6,7,8,Business 4,Business 2,Business 3,Core product 1,Competence 2,Competence 2,Competence 3,Competence 4,End products,Also about the organization of work and the delivery of value,The collective learning in the organization, especially how to coordinate diverse production skills and integrate mu

8、ltiple streams of technologies,Never diminish with use but grow and develop , guide existing and new businesses,Communication, involvement, and a deep commitment to working across organizational boundaries,Core competencies,Fail to build : Top management merely conceives of the company as a collecti

9、on of discrete businesses. Expose key businesses to competitors Individual businesses depend on external sources for critical components,How to think of competence,The battle to build world-class competencies invisible and usually in the dark Never mean outspending rivals on research and development

10、. Never mean shared costs More ambitious and different than integrating vertically,Identifying core competencies,Three tests:,Make a significant contribution to the perceived customer benefits of the end product,Provide potential access to a wide variety of markets,1,Be difficult for competitors to

11、imitate,3,2,Cut internal investment in what they mistakenly thought were just “cost centers”,Lose people-embodied skills that give rise to the next generation of competitive products,vulnerable and incapable to sustain product leadership,Surrender core competencies,Outsourcing can shortcut a more co

12、mpetitive product,Ways of losing,Clear lessons,Having an intelligent alliance or sourcing strategy when there is no choice made about where it will build competence leadership Forgoing opportunities to establish competencies that are evolving in existing businesses,The cost of losing a core competen

13、ce can be only partly calculated in advance. Its very difficult to enter an emerging market without sufficient invest,Core products,Core competencies,End products,To build word leader-ship in the design and development of a particular class of product functionality,Allow to shape the evolution of ap

14、plications and end markets,Consistently reduce the cost, time, and risk in new product development,To maximize their world manufacturing share in core products,To build and defend leadership,A dominant position,Multiply the number of application arenas,To sustain leadership,SBU(strategical business

15、unit ),Under investment,Imprisoned resources,Bounded innovation,No single business may feel responsible or be able to justify,Hide key people and compete for cash among boundaries,Only pursue opportunities close at hand but disregard hybrid ones,Decentralization of core competence,Developing strateg

16、ic architecture,A broad road map of the future to identify which core competencies to build and their constituent technologies according to customer functionality requirements.,Provide an impetus for learning from alliances and a focus for internal development efforts,Dramatically reduce the investm

17、ent needed to secure future market leadership,Make resource allocation priorities transparent to the entire organization,Supply a logic for product and market diversification,Redeploying to exploit competencies,Top management,SBU manager,Competence carriers,Identify the key projects,audit the key pe

18、ople,Overall direction,Pool of talent,Visible positive contribution,Recorded Transfers,Talk to cusomers,Meet with peers,A strong feeling of community,Thank you !,GE,Motorola,GEC,Thorn,GTE,In the 1970s and 1980s,many American and European companies chose to exit the color television business, which they regarded as mature.