企业核心竞争力

of work and the delivery of value. Among Sony's competencies is miniaturization. To bring miniaturization to its products, Sony must ensure that technologists, engineers, and marketers have a shared understanding of customer needs and of technological possibilities. The force of core competence is felt as decisively in services as in manufacturing. Citicorp was ahead of others investing in an operating system that allowed it to participate in world markets 24 hours a day. Its competence in provided the company the means to differentiate itself from many financial service institutions. 关于协调技术流核心竞争力是否它也是值的工作的有关安排和提供。 索尼公司的能力是小型化。 要使其产品小型化，索尼必须确保技术专家、 工程师和营销人员有共同的理解客户的需求和技术的可能性。 如在制造服务，果断地感觉到的核心力量。 花旗其他人是在操作系统允许它参与世界投资市场一天 24 小时。 其能力提供公司本身区别很多的金融服务机构的手段。

Core competence is communication, involvement, and a deep commitment to working across organizational boundaries. It involves many levels of people and all functions. World class research in, for example, lasers or ceramics can take place in corporate laboratories without having an impact on any of the businesses of the company. The skills that together constitute core competence must coalesce around individuals whose efforts are not so narrowly focused that they cannot recognize the opportunities for blending their functional expertise with those of others in new and interesting ways. 核心竞争力是跨组织间的沟通、 参与和工作的坚定承诺。 它涉及到很多级别的人和所有功能。 世界类研究中的，，例如激光器或陶瓷可以在公司实验室而无需对任何公司的业务的影响。 一起构成核心竞争力的技能必须合并周围人的努力如此狭隘地集中他们无法识别新的和有趣的方式混合功能与其他人的专业知识的机会。 Core competence does not diminish with use. Unlike physical assets, which do deteriorate over time, competencies are enhanced as they are applied and shared. But competencies still need to be nurtured and protected; knowledge fades if it is not used. Competencies are the glue that binds existing businesses. They are also the engine for new business development. Patterns of diversification and market entry may be guided by them, not just by the attractiveness of markets. 核心竞争力与使用并不会减少。 与做恶化随着时间的推移的有形资产不同能力得到了增强，他们是应用和共享。 但能力仍需培育和保护 ； 如果未使用的知识会慢慢淡。 胶绑定已有的业务能力。 他们也是新的业务发展的动力。 不只是由市场的吸引力，可以通过它们，指导的多样化和市场进入模式。

Consider 3M's competence with sticky tape. in dreaming up businesses as diverse as "Post it" notes, magnetic tape, photographic film, pressure sensitive tapes, and coated abrasives, the company has brought to bear widely shared competencies in substrates, coatings, and adhesives and devised various ways to combine them. Indeed, 3M has invested consistently in them. What seems to be an extremely diversified portfolio of businesses belies a few shared core competencies. 考虑用胶带 3m 的能力。 在发布它"备注、 磁带、 摄影电影、 压敏胶带和涂附磨具等不同创业梦想，公司施加在衬底、 涂料和胶粘剂广泛共享的能力，并设计了各种方法，将它们组合。 事实上，在他们一贯投资 3 米。 什么似乎是一个非常多样化的投资组合的企业证明几个共享的核心能力是错误的。

In contrast, there are major companies that have had the potential to build core competencies but failed to do so because top management was unable to conceive of the company as anything other than a collection of discrete businesses. GE sold much of its consumer electronics business to Thomson of France, arguing that it was becoming increasingly difficult to maintain its competitiveness in this sector. That was undoubtedly so, but it is ironic that it sold several key