公司的核心競(jìng)爭(zhēng)力普拉哈拉德thecorecompetenceof(編輯修改稿)
2025-03-23 16:28 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 0090320 營(yíng)銷二班 Developing Strategic Architecture The fragmentation of core petencies bees inevitable when a diversified pany39。s information systems, patterns of munication, career paths, managerial rewards, and processes of strategy development do not transcend SBU lines. We believe that senior management should spend a significant amount of its time developing a corporatewide strategic architecture that establishes objectives for petence building. A strategic architecture is a road map of the future that identifies which core petencies to build and their constituent technologies. By providing an impetus for learning from alliances and a focus for internal development efforts, a strategic architecture like NEC’ s CC can dramatically reduce the investment needed to secure future market leadership. How can a pany make partnerships intelligently without a clear understanding of the core petencies it is trying to build and those it is attempting to prevent from being unintentionally transferred? Of course, all of this begs the question of what a strategic architecture should look like. The answer will be different for every pany. But it is helpful to think again of that tree, of the corporation anized around core products and, ultimately core petencies. To sink sufficiently strong roots, a pany must answer some fundamental questions: How long could we preserve our petitiveness in this business if we did not control this particular core petence? How central is this core petence to perceived customer benefits? What future opportunities would be foreclosed if we were to lose this particular petence? ? The architecture provides a logic for product and market diversification, moreover. An SBU manager would be asked: Does the new market opportunity add to the overall goal of being the best player in the world? Does it exploit or add to the core petence? At Vickers, for example, diversification options have been judged in the context of being the best power and motion control pany in the world (see the insert Vickers Learns the Value of Strategic Architecture). The strategic architecture should make resource allocation priorities transparent to the entire anization. It provides a template for allocation decisions by top management. It helps lower level managers understand the logic of allocation priorities and disciplines senior management to maintain consistency. In short, it yields a definition of the pany and the markets it serves. 3M, Vickers, NEC, Canon, and Honda all qualify on this score. Honda knew it was exploiting what it had learned from motorcycles how to make high revving, smooth running, lightweight engines when it entered the car business. The task of creating a strategic architecture forces the anization to identify and mit to the technical and production linkages across SBUs that will provide a distinct petitive advantage. It is consistency of resource allocation and the development of an administrative infrastructure appropriate to it that breathes life into a strategic architecture and creates a managerial culture, teamwork, a capacity to change, and a willingness to share resources, to protect proprietary skills, and to think long term. That is also the reason the specific architecture cannot be copied easily or overnight by petitors. Strategic architecture is a tool for municating with customers and other external constituents. It reveals the broad direction without giving away every step. Redeploying to Exploit Competencies If the pany39。s core petencies are its critical resource and if top management must ensure that petence carriers are not held hostage by some particular business, then it follows that SBUs s
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