The_Core_Competence_of_the_Corporation

C.K.Prahalad and Gary Hamel, The Core Competence Of the Corporation [J]. Harvard Business Review,May-June,1990 P79-93, C.K.Prahalad 和加里 Hamel[J] 企业的核心竞争力。哈佛商业评论 5-6 月 1990 P79-93

C. K. Prahalad is professor of corporate strategy and international business at the University of Michigan. Gary Hamel is lecturer in business policy and management at the London Business School. Their most recent HBR article "Strategic Intent" (May June 1989), won the 1989 McKinsey Award for excellence. This article is based on research funded by the Gatsby Charitable Foundation. C.K.Prahalad 是公司战略和国际业务在密歇根大学的教授。加里哈梅尔是业务政策和在伦敦商学院管理讲师。其最新的 HBR 文章"战略目的"（5 1989 年 6 月）荣获 1989年麦肯锡卓越。这篇文章根据由盖茨的慈善基金资助的研究。

The most powerful way to prevail in global competition is still invisible to many companies. During the 1980s, top executives were judged on their ability to restructure, declutter, and delayer their corporations. In the 1990s, they'll be judged on their ability to identify, cultivate, and exploit the core competencies that make growth possible indeed, they'll have to rethink the concept of the corporation itself. 在最强有力的方式，在全球竞争中取胜是对很多公司仍不可见的。在 1980 年代中高层管理人员被认为对其进行重组，declutter，和精简其公司的能力。在 1990 年代中他们会判断的能力对其确定，培养，并利用使增长确实，可能的核心能力他们将不得不重新考虑该公司本身的概念。

Consider the last ten years of GTE and NEC. In the early 1980s, GTE was well positioned to become a major player in the evolving information technology industry. It was active in telecommunications. Its operations spanned a variety of businesses including telephones, switching and transmission systems, digital PABX, semiconductors, packet switching, satellites, defense systems, and lighting products. And GTE's Entertainment Products Group, which produced Sylvania color TVs, had a position in related display technologies. In 1980, GTE's sales were $9.98 billion, and net cash flow was $1.73 billion. NEC, in contrast, was much smaller, at $3.8 billion in sales. It had a comparable technological base and computer businesses, but it had no experience as an operating telecommunications company. 考虑低和 NEC 的十年。在八十年代初期有能力低成为在不断变化的信息技术行业的主要参与者。这是活跃于电讯。其业务横跨的行业包括电话、交换和传输系统、数字程控交换机、半导体、分组交换、卫星、防御系统和照明产品的品种。低的娱乐产品集团生产西尔彩色电视机，已在有关的显示技术中的位置。 1980 年，通用的销售额 9.98 亿元，及净现金流量为 1.73 亿元。 NEC，在相反是小得多，在销售的 3.8 亿元。它有一个类似的技术基础和计算机业务却没有作为经营的电讯公司的经验。

Yet look at the positions of GTE and NEC in 1988. GTE's 1988 sales were $16.46 billion, and NEC’s sales were considerably higher at $21.89 billion. GTE has, in effect, become a telephone operating company with a position in defense and lighting products. GTE's other businesses are small in global terms. GTE has divested Sylvania TV and Telenet, put switching, transmission, and digital PABX into joint ventures, and closed down semiconductors. As a result, the international position of GTE has eroded. Non U.S. revenue as a percent of total revenue dropped from 20% to 15% between 1980 and 1988. 但在 1988 年看低和 NEC 的位置。通用的 1988年销售额 16.46 亿元和 NEC 的销售额高达 21.89 亿元。在对低成为经营公司与防御中的位置和照明产品的电话。小全球条款中通用的其他业务。低了剥夺西尔电视和远程、把开关，