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1、CoreCompetenceStrategyKeysummaryreading:Prahald,C.K.&Hamel,G.(1990).Thecorecompetenceofthecorporation.HarvardBusinessReview,68(3),79-91.KeyPremisesBuildworldwideleadershipinaclassofproductfunctionality(e.g,microprocessorcontrols)thatcanapplytomultiplep
2、roductsBuildamaximumoffiveorsixofthese“corecompetencies”Protectcorecompetencieswhenmakingkeystrategicdecisions:resourceallocationalliancesoutsourcingCorecompetenciesarecollectivelearningintheorganization1.Howtocoordinatediverseproductionskillsandmultip
3、lestreamsoftechnologye.g.,Cascio:harmonizingknow-howinminiaturization,microprocessordesign,materialscience,andultrathinprecisioncasingtoproduceanarrayofproductssuchasminiaturecardcalculators,pocketTVsanddigitalwatches2.Howtoorganizeworkanddelivervaluee
4、.g.3M’scompetenciesinsubstrates,coatings,andadhesiveshasallowedthemtobringforthsuchdiverseproductsasPost-Itnotes,magnetictape,diskettes,photographicfilm,andadhesives3.Howtodevelopandsustaincommunication,involvement,anddeepcommitmenttoworkingacrossorgan
5、izationalboundariesinvolvesmanylevelsofpeopleandallfunctions,suchasinWorld-classresearchCorecompetencies...developwithtimeandexperiencearetacitandhardtoimitateortransferinvolvepeople-embodiedskillsIdentifyingcorecompetencies1.CCsprovidepotentialaccesst
6、oawidevarietyofmarketse.g.,Cascio’sdisplaysystems:calculators,TVsets,computersLCDs,autodashboards2.CCsmakeasignificantcontributiontoperceivedcustomerbenefitsofendproducte.g.,Honda’sengineexpertisehadbenefitsinautos,motorcycles,lawnmowersandgenerators3.
7、CCsaredifficultforcompetitorstoimitatebecausetheyinvolvecomprehensivepatternsofinternalcoordinationandlearninge.g.,Philips’competenceinopticalmediathatfedintoawidevarietyofotherproductsOutsourcingcanbeashortcuttoashort-termcompetitiveproduct,butdoesn’t
8、allowdevelopmentoftacitknowledgeandskillsthatunderlielong-termsustainableproductleadershipWhichcompetenciesarecore?Howlongcouldwepreserveourcompetitivenessinthisbusinessifwedidnotcontrolthisparticularcompetence?Howcentralisthiscompetenc
