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1、ARTICLEwww.hbr.orgYYYYPPPPCompetingfortheFutureOOOObyGaryHamelandC.K.PrahaladCCCCTTTTOOOOIncludedwiththisfull-textHarvardBusinessReviewarticle:1ArticleSummaryNNNNTheIdeainBrief—thecoreideaTheIdeainPractice—puttingtheideatowork2CompetingfortheFuture9FurtherReadingAlistofrela
2、tedmaterials,withannotationstoguidefurtherOOOOexplorationofthearticle’sideasandapplicationsDDDDcopyingorpostingisaninfringementofcopyright.permissions@hbsp.harvard.eduor617.783.7860Product4929CompetingfortheFutureYYYYTheIdeainBriefTheIdeainPracticeWillyourcompanysurvivethec
3、hangesthatImprovingEfficiencyandProductivityteredonglobalizing(spanninggeographical,maystrikeyourindustryinthenextfivetoStagnantgrowth,decliningmargins,andfail-cultural,andorganizationalboundaries),in-tenyears?Theanswerdependsonwhoseingmarketshareoftenforceexecutivestoslash
4、formationalizingPPPP(helpingcustomersconvertviewofthefutureisdrivingyouragenda:payrolls,R&Dbudgets,andunderperformingdataintoinformation,knowledge,andac-yoursoryourcompetitors’.businesses—makingtheircompanies“leanandtion),andindividualizing(mass-customizingmean.”Butsuchmove
5、shavemoretodowithservicesandproducts).Considerthesequestions:shoringupcurrentbusinessesthanbuildingto-Thoughthisprocessconsumednearly•Whichcustomersdoesyourcompanymorrow’sindustries.Theyboostshareprice30,000personhours,EDSnowhadaOOOOservetoday—andwhichwillitserveinonlytempo
6、rarilyandcreateadistortedpicturebroader,moreprescientviewofitsindustrythefuture?ofproductivity.Forexample,whenanindustryanditsrole—andaviewsharedbyeveryse-halvesitworkforcebutincreasesoutputonlyniormanager.•Whoareyourcompetitorstoday—andmarginally,theresultingROIratiomayloo
7、kim-whowilltheybeinthefuture?pressive—butitdisguisestheindustry’sfailure•Whichcapabilitiesmakeyourfirmtocreatenewmarkets.CCCCuniquetoday—andwhichwillmakeituniqueinthefuture?CreatingtheFutureRealorganizationaltransformationstemsfromaIfyoudon’thavedetailedanswerstothesharedpo
8、intofviewaboutyourindustry’sfu-“future”partofthesequestions,orifyourture.Itanswers
