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1、»THEHIGH-PERFORMANCEORGANIZATIONBESTOFHBR1989Sixteenyearsago,whenGaryHamel,thenalectureratLondonBusinessSchooi,andC.K.Prahalad,aUniversityofMichiganprofessor,wrote"Stra-tegiclntent,"thearticlesignaledthatamajornewforcehadarrivedinmanagementHamelandPrahaladarguethatWesterncompan
2、iesfocusontrimmingtheirambitionstomatchresourcesand,asaresult,searchonlyforadvan-tagestheycansustain.Bycontrast,Japanesecorporationsleverageresourcesbyacceleratingthepaceoforganizationallearningandtrytoattainseem-inglyimpossiblegoals.Thesefirmsfosterthedesiretosucceedamongtheir
3、employeesandmaintainitbyspreadingthevisionofgloballeadership.ThisishowCanonsoughtto"beatXerox"andKomatsusetoutto"encircleCaterpillar."Thisstrategicintentusuallyincorporatesstretchtargets,whichforcecom-paniestocompeteininnovativeways.InthisMcKlnseyAward-winningarti-cle,HamelandP
4、rahaladdescribefourtechniquesthatJapanesecompaniesuse:buildinglayersofadvantage,searchingfor"loosebricks,"changingthetermsofengagement,andcompetingthroughcollaboration.StrategicIntentbyGaryHamelandC.K.Prahaladodaymanagersinmanyindustriesglobalcompetitorsalreadyenjoy.Imi-working
5、hardtomatchthecompet-tationmaybethesincerestformofflat-eadvantagesoftheirnewglobalri-tery,butitwillnotleadtocompetitiveMostleadingglobalvals.Theyaremovingmanufacturingrevitalization.Strategiesbasedonimi-offshoreinsearchoflowerlaborcosts,tationaretransparenttocompetitorscompanie
6、sstartedwithrationalizingproductlinestocapturewhohavealreadymasteredthem.More-ambitionsthatwerefarglobalscaleeconomies,institutingqual-over,successfulcompetitorsrarelystanditycirclesandjust-in-timeproduction,still.SoitisnotsurprisingthatmanybiggerthantheirresourcesandadoptingJa
7、panesehumanresourceexecutivesfeeltrappedinaseeminglypractices.Whencompetitivenessstillendlessgameofcatch-up,regularlysur-andcapabilities.Buttheyseemsoutofreach,theyformstrategicprisedbythenewaccomplishmentsofcreatedanobsessionwithalliances-oftenwiththeverycompa-theirrivals.nies
8、thatupsetthecompetitivebalanceFortheseexecutivesandthe
