企业核心竞争力

minimum hurdles for continued competition, but less and less important as sources of differential advantage. In the long run, competitiveness derives from an ability to build, at lower cost and more speedily than competitors, the core competencies that spawn unanticipated products. The real sources of advantage are to be found in management's ability to consolidate corporatewide technologies and production skills into competencies that empower individual businesses to adapt quickly to changing opportunities. 在短期内公司的竞争力源自性价比属性的当前产品。 但西方和相似，日本的全球竞争的第一波的幸存者都会聚类似和强大的标准，为产品成本和质量最低关卡继续比赛，但不重要的差异优势的来源。 长远竞争力源自一个能够以较低的成本和更迅速比竞争对手，构建产卵未预料到的产品的核心能力。 优势的真正来源都能发现管理的能力将 corporatewide 技术和生产技能整合到授权个别企业能够快速适应不断变化的机会的能力。

Senior executives who claim that they cannot build core competencies either because they feel the autonomy of business units is sacrosanct or because their feet are held to the quarterly budget fire should think again. The problem in many Western companies is not that their senior executives are any less capable than those in Japan nor that Japanese companies possess greater technical capabilities. Instead, it is their adherence to a concept of the corporation that unnecessarily limits the ability of individual businesses to fully exploit the deep reservoir of technological capability that many American and European companies possess. 高级行政人员声称他们不能建立核心能力，因为他们觉得业务单位的自治神圣不可侵犯或因为他们的脚举行，每季度预算火灾应再想一想。 在许多西方公司问题不是其高层管理人员也不能比日本无日本公司拥有更大的技术能力。 这是他们坚持不必要地限制了个别企业能够充分利用深部储层的很多美国和欧洲公司拥有的技术能力的法团的概念。

The diversified corporation is a large tree. The trunk and major limbs are core products, the smaller branches are business units; the leaves, flowers, and fruit are end products. The root system that provides nourishment, sustenance, and stability is the core competence. You can miss the strength of competitors by looking only at their end products, in the same way you miss the strength of a tree if you look only at its leaves. (See the chart "Competencies: The Roots of Competitiveness.”) 多元化的公司是一个大的树。 躯干和四肢主要是核心产品较小的分支机构是业务单位 ； 叶、 花和水果是最终产品。 提供营养、 寄托和稳定的根系统是核心竞争力。 你可以错过竞争对手的实力只看他们的最终产品，你错过强度的一棵树，如果你只看其叶方式相同。 （请参阅图表"能力： 竞争力的根。"）

Core competencies are the collective learning in the organization, especially how to coordinate diverse production skills and integrate multiple streams of technologies. Consider Sony's capacity to miniaturize or Philips's optical media expertise. The theoretical knowledge to put a radio on a chip does not in itself assure a company the skill to produce a miniature radio no bigger than a business card. To bring off this feat, Casio must harmonize know how in miniaturization, microprocessor design, material science, and ultrathin precision casing the same skills it applies in its miniature card calculators, pocket TVs, and digital watches.核心能力是在该的组织集体学习特别是如何协调不同的生产技能和集成技术的多个数据流。 考虑到 miniaturize 索尼公司的能力或飞利浦的光学媒体专门知识。 芯片上放一台收音机的理论知识并不在本身向一家公司生产不大于一张名片的微型无线电技术。 卡西欧必须协调，使关闭此专长，知道在小型化、 微处理器设计、 材料学和套管相同技能的超薄精密它如何应用在其微型卡计算器、 口袋电视和数字手表。

If core competence is about harmonizing streams of technology, it is also about the organization