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1、TheCoreCompetenceoftheCorporationC.K.PrahaladandGaryHamelThemostpowerfulwaytoprevailinglobalcompetitionisstillinvisibletomanycompanies.Duringthe1980s,topexecutiveswerejudgedontheirabilitytorestructure,declutter,anddelayertheircorporations.Inthe1990s,they'
2、llbejudgedontheirabilitytoidentify,cultivate,andexploitthecorecompetenciesthatmakegrowthpossibleindeed,they'llhavetorethinktheconceptofthecorporationitself.ConsiderthelasttenyearsofGTEandNEC.Intheearly1980s,GTEwaswellpositionedtobecomeamajorplayerintheevo
3、lvinginformationtechnologyindustry.Itwasactiveintelecommunications.Itsoperationsspannedavarietyofbusinessesincludingtelephones,switchingandtransmissionsystems,digitalPABX,semiconductors,packetswitching,satellites,defensesystems,andlightingproducts.AndGTE'
4、sEntertainmentProductsGroup,whichproducedSylvaniacolorTVs,hadapositioninrelateddisplaytechnologies.In1980,GTE'ssaleswere$9.98billion,andnetcashflowwas$1.73billion.NEC,incontrast,wasmuchsmaller,at$3.8billioninsales.Ithadacomparabletechnologicalbaseandcompu
5、terbusinesses,butithadnoexperienceasanoperatingtelecommunicationscompany.YetlookatthepositionsofGTEandNECin1988.GTE's1988saleswere$16.46billion,andNEC’ssaleswereconsiderablyhigherat$21.89billion.GTEhas,ineffect,becomeatelephoneoperatingcompanywithapositio
6、nindefenseandlightingproducts.GTE'sotherbusinessesaresmallinglobalterms.GTEhasdivestedSylvaniaTVandTelenet,putswitching,transmission,anddigitalPABXintojointventures,andcloseddownsemiconductors.Asaresult,theinternationalpositionofGTEhaseroded.NonU.S.revenu
7、easapercentoftotalrevenuedroppedfrom20%to15%between1980and1988.NEChasemergedastheworldleaderinsemiconductorsandasafirsttierplayerintelecommunicationsproductsandcomputers.Ithasconsolidateditspositioninmainframecomputers.Ithasmovedbeyondpublicswitchingandtr
8、ansmissiontoincludesuchlifestyleproductsasmobiletelephones,facsimilemachines,andlaptopcomputersbridgingthegapbetweentelecommunicationsandofficeautomation.NECistheonlycompanyintheworldtobeinthetopfiveinrevenueintelec
