Happy

1. Happy 135 阿布莱提 陈闪闪 刘姗姗 李钰卿 黄春媚 黄燕妮 史杨艳 郑翌

2. A comparable technological base and computer businesses • But no experience • Sales:＄3.8 billion • Active in telecommunications • Operations spanning a variety of business • Sales:＄9.98 billion • Eroded international position • Small business in global terms • Sales:＄16.46 • Consolidated position • The world leader and a first-tier • Sales:＄21.89 Considerthe position transition GTE NEC 1980 1988

3. Starting with comparable business portfolios Core competencies why Performing so differently

4. distinctions in conceiving GTE NEC A portfolio of competencies A portfolio of business • Articulate “strategic architecture” • The convergence of computing and communications • Collaborative arrangements to multiply internal resources • Enter myriad alliances to learn and absorb other companies’ skills • No commonly accepted view of which competencies to require • Decentralization of business units • Increasing dependence on outsiders for critical skill • Collaboration became a route to staged exits VS

5. The source of a company’s competitiveness In the short run The price/performance attributes of current products In the long run An ability to build, at lower cost and more speedily than competitors, the core competencies that spawn unanticipated products The real sources of competitive advantage are to be found in management’s ability to consolidate corporate-wide technologies and production skills into competencies that empower individual businesses to adapt quickly to changing opportunities.

6. lower technical capabilities Adherence to a concept of the corporation The problem lies in … Less capable senior executives Unnecessarily limits the ability of individual businesses to fully exploit the deep reservoir of technological capability

7. 8 6 5 4 1 7 2 3 Business 2 Business 3 Business 4 Application Interaction End products Business 1 Core product 2 Core product 1 Competence 2 Competence 2 Competence 3 Competence 4

8. Never diminish with use but grow and develop , guide existing and new businesses The collective learning in the organization, especially how to coordinate diverse production skills and integrate multiple streams of technologies Also about the organization of work and the delivery of value Core competencies Communication, involvement, and a deep commitment to working across organizational boundaries

9. Fail to build : • Top management merely conceives of the company as a collection of discrete businesses. • Expose key businesses to competitors • Individual businesses depend on external sources for critical components How to think of competence The battle to build world-class competencies • invisible and usually in the dark • Never mean outspending rivals on research and development. • Never mean shared costs • More ambitious and different than integrating vertically

10. Identifying core competencies Three tests: Provide potential access to a wide variety of markets 1 Make a significant contribution to the perceived customer benefits of the end product 2 Be difficult for competitors to imitate 3

11. Outsourcing can shortcut a more competitive product Surrender core competencies vulnerable and incapable to sustain product leadership Cut internal investment in what they mistakenly thought were just “cost centers” Lose people-embodied skills that give rise to the next generation of competitive products

12. Ways of losing Having an intelligent alliance or sourcing strategy when there is no choice made about where it will build competence leadership Forgoing opportunities to establish competencies that are evolving in existing businesses • The cost of losing a core competence can be only partly calculated in advance. • It’s very difficult to enter an emerging market without sufficient invest Clear lessons

13. To build word leader-ship in the design and development of a particular class of product functionality To build and defend leadership To maximize their world manufacturing share in core products To sustain leadership Allow to shape the evolution of applications and end markets A dominant position Consistently reduce the cost, time, and risk in new product development Multiply the number of application arenas Core products Core competencies End products

14. SBU(strategical business unit ) Bounded innovation Imprisoned resources Under investment Only pursue opportunities close at hand but disregard hybrid ones No single business may feel responsible or be able to justify Hide key people and compete for cash among boundaries Decentralization of core competence

15. Developing strategic architecture A broad road map of the future to identify which core competencies to build and their constituent technologies according to customer functionality requirements. Make resource allocation priorities transparent to the entire organization Provide an impetus for learning from alliances and a focus for internal development efforts Dramatically reduce the investment needed to secure future market leadership Supply a logic for product and market diversification

16. Redeploying to exploit competencies Top management Competence carriers SBU manager Pool of talent Identify the key projects Talk to cusomers Meet with peers audit the key people Visible positive contribution A strong feeling of community Overall direction Recorded Transfers

17. Thank you !

18. GTE GE GEC Motorola Thorn In the 1970s and 1980s,many American and European companies chose to exit the color television business, which they regarded as mature. In the process of ridding , these companies failed to distinguish between the business and destroying their video media-based competencies. They not only got out of the TV business but also closed the door on a whole stream of future opportunities reliant on video-based competencies.