企业核心竞争力

四个或五个级别不起到组织、 标识体现关键能力的人和跨越组织我的边界。

Bounded Innovation. If core competencies are not recognized, individual SBUs will pursue only those innovation opportunities that are close at hand marginal product line extensions or geographic expansions. Hybrid opportunities like fax machines, laptop computers, hand held televisions, or portable music keyboards will emerge only when managers take off their SBU blinkers. Remember, Canon appeared to be in the camera business at the time it was preparing to become a world leader in copiers. Conceiving of the corporation in terms of core competencies widens the domain of innovation. 有界的创新。 如果不能识别的核心能力个别 SBUs 将追求只是在附近边际产品线扩展或地理扩展这些创新机会。 混合机会喜欢传真机、 便携式计算机、 手提电视机或便携式音乐键盘在他们 SBU 眼罩经理起飞时，才会出现。 请记住佳能，似乎在它准备成为全球领先的复印机的时间是在相机业务。 构想的核心能力的公司扩大了创新的域。

Developing Strategic Architecture 发展战略体系结构

The fragmentation of core competencies becomes inevitable when a diversified company's information systems, patterns of communication, career paths, managerial rewards, and processes of strategy development do not transcend SBU lines. We believe that senior management should spend a significant amount of its time developing a corporatewide strategic architecture that establishes objectives for competence building. A strategic architecture is a road map of the future that identifies which core competencies to build and their constituent technologies. 多元化的公司的信息系统、 通信、 职业发展、 管理奖励和战略发展过程的模式不会超越 SBU 行时，不可避免的核心能力的碎片。 我们相信，高级管理层应花了大量的时间发展 corporatewide 的战略体系结构建立能力建设的目标。 战略体系结构是标识生成和其组成的技术的核心能力的未来的路线图。

By providing an impetus for learning from alliances and a focus for internal development efforts, a strategic architecture like NEC’s C&C can dramatically reduce the investment needed to secure future market leadership. How can a company make partnerships intelligently without a clear understanding of the core competencies it is trying to build and those it is attempting to prevent from being unintentionally transferred? 通过提供从联盟和内部发展努力的重点学习的动力，像 NEC 的-科技的战略体系结构可以大大减少需要确保未来的市场领导地位的投资。 一家公司如何可以智能地不清楚它尝试生成的核心能力和那些试图防止无意中传输的伙伴关系？

Of course, all of this begs the question of what a strategic architecture should look like. The answer will be different for every company. But it is helpful to think again of that tree, of the corporation organized around core products and, ultimately core competencies. To sink sufficiently strong roots, a company must answer some fundamental questions: How long could we preserve our competitiveness in this business if we did not control this particular core competence? How central is this core competence to perceived customer benefits? What future opportunities would be foreclosed if we were to lose this particular competence? 当然，所有这一切都恳求问题的一种战略体系结构应该是什么样子。 答案是每个公司的不同。 但再想一想这树围绕核心产品的法团的并最终核心能力很有帮助。 若要沉足够有力的根，一家公司必须回答一些基本问题： 多长时间可以我们维持我们的竞争力在这项生意如果我们不能控制此特定的核心竞争力？ 如何中央是感知的客户带来的好处，此核心竞争力？ 如果我们失去这种特定的能力，将排除什么未来的机会？

The architecture provides a logic for product and market diversification, moreover. An SBU