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1、STRATEGYIsyourcorecompetenceAMIRAGE?WALTERMEAYERSEDWARDS/NATIONALGEOGRAPHICIMAGECOLLECTION40THEMcKINSEYQUARTERLY1997NUMBER1ManagersnowconsiderjustabouteverythingapotentialcompetenceAreyoumeasurablybetter,canyousustainthediÄference,anddoesitmatter?Buildingacorecompet
2、ence:threeoptionsKevinP.CoyneStephenJ.D.HallPatriciaGormanCliÄfordORECOMPETENCEÐtheideaCthatacompanycansucceedwithoutastructuralcompet-itiveadvantagebybecomingthebestatafewkeyskillsorinafewknowledgeareasÐhasenjoyedenormouspopularityoverthepastsixyears.Thearticlethat
3、introducedtheconcept1hasbeenoneofthemostrequestedreprintsintheHarvardBusinessReviewÕshistory.ExecutivemanagementprogramsandMBAcurricularoutinelydevotehourstothesubject,andexecutivesoÄtenrefertotheirownandcompetitorsÕcorecompetencesaskeydriversofstrategy.1C.K.Prahala
4、dandGaryHamel,ÒThecorecompetenceofthecorporation,ÓHarvardBusinessReview,MayÐJune1990,pp.79Ð91.THEMcKINSEYQUARTERLY1997NUMBER141ISYOURCORECOMPETENCEAMIRAGE?Butdespitealltheattentionthisconcepthasreceived,itstangibleimpactoncorporateperformancehasbeenmixedatbest,asthe
5、sestatementsattest:ÒCorecompetencehastoooÄtenbecomeaÔfeelgoodÕexercisethatnoonefails.Ó2ÒTruecorecompetencesarehardtodeÞnepreciselyandareoÄtendiscoveredretrospectively.Thatis,asyouexperiment,youdeÞneyourcompetencesbysimplydescribingyoursuccessesandfailures.Ó3ÒWetalke
6、dto[corecompetenceexperts]andaskedthemtohelpusiden-tifyourcorecompetences.ButaÄterhavingthemworkwithourseniormanagement,leadingthemthroughsomegroupexercises,wereallyhadamessonourhands.WecouldnotdeÞnewhatwascoreasopposedtononcore,andwhatwasacompetenceasopposedtosomep
7、rocessoroÄferingwejustdidwell.Ó4Ourownobservationsbearouttheseviews.Fewmanagerswehavetalkedtocouldclaimtohaveutilizedacorecompetencetoachievesuccessinthemarketplace,andevenfewertohavebuiltacorecompetencefromscratch.Indeed,mostwereuncertainastoexactlywhatqualiÞesasac
8、orecompetence.WeareleÄtwithaconundrum.Corecompetenceisclearlyanimportantconcept,andsomecompaniesseemtobeabletomakeitwork.Butformost,itisli
