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1、Passage2WhatisStrategy?MichaelE.PorterHarvardBusinessReview,NOVEMBER-DECEMBER1996I.OperationalEffectivenessIsNotStrategyForalmosttwodecades,managershavebeenlearningtoplaybyanewsetofrules.Companiesmustbeflexibletorespondrapidlytocompetitiveandmarketchan
2、ges.Theymustbenchmarkcontinuouslytoachievebestpractice.Theymustoutsourceaggressivelytogainefficiencies.Andtheymustnurtureafewcorecompetenciesintheracetostayaheadofrivals.Positioning–oncetheheartofstrategy–isrejectedastoostaticfortoday’sdynamicmarketsan
3、dchangingtechnologies.Accordingtothenewdogma,rivalscanquicklycopyanymarketposition,andcompetitiveadvantageis,atbest,temporary.Butthosebeliefsaredangeroushalf-truths,andtheyareleadingmoreandmorecompaniesdownthepathofmutuallydestructivecompetition.True,s
4、omebarrierstocompetitionarefallingasregulationeasesandmarketsbecomeglobal.True,companieshaveproperlyinvestedenergyinbecomingleanerandmorenimble.Inmanyindustries,however,whatsomecallhypercompetitionisaself-inflictedwound,nottheinevitableoutcomeofachangi
5、ngparadigmofcompetition.Therootoftheproblemisthefailuretodistinguishbetweenoperationaleffectivenessandstrategy.Thequestforproductivity,quality,andspeedhasspawnedaremarkablenumberofmanagementtoolsandtechniques:totalqualitymanagement,benchmarking,time-ba
6、sedcompetition,outsourcing,partnering,reengineering,changemanage-theresultingoperationalimprovementshaveoftenbeendramatic,manycompanieshavebeenfrustratedbytheirinabilitytotranslatethosegainsintosustainableprofitability.Andbitbybit,almostimperceptibly,m
7、anagementtoolshavetakentheplaceofstrategy.Asmanagerspushtoimproveonallfronts,theymovefartherawayfromviablecompetitivepositions.OperationalEffectiveness:NecessarybutNotSufficientOperationaleffectivenessandstrategyarebothessentialtosuperiorperformance,wh
8、ich,afterall,istheprimarygoalofanyenterprise.Buttheyworkinverydifferentways.Acompanycanoutperformrivalsonlyifitcanestablishadifferencethatitcanpreserve.Itmustdelivergreatervaluetocustomersorcreatecomparablevalueatalowercost,ordoboth.The
