总体要求
了解从资源观、制度观和创新观探讨企业如何实现竞争
优势持续。重点探讨如何基于能力观和资源观等理论,
构筑和培育企业核心能力,如何运用持续创新的基本法
则,以及如何实现建立动态组织学习等可操作性策略 。
具体目标
? 核心能力涵义
? 培育核心能力
? 持续创新法则
? 动态组织学习
核心能力:是价值导向的、稀缺的、潜移默化
的、难以模仿的、围绕企业战略形成的一系列
互补技能和知识的组合。
—— 独特的技能和知识;
—— 知识积累和企业成长的途径依赖性
—— 难以用语言或文字表达的知识技能;
—— 核心能力要从战略眼光来构筑;
—— 核心能力可以是某一特定的知识技能,
也可以是知识和技能的组合。
核心能力表现形式,组织洞察力和一线执行
能力。组织的洞察力是使公司发现或探寻到
能创造一流优势的事实或模式;一线执行能
力指能创造并提出业界最好的产品或服务。
—— 企业持续变革能力:佳能
—— 企业技术创新能力:微软, INTEL
—— 企业市场营销能力,P&G,HAIER
—— 企业成本管理能力:邯钢
—— 企业文化和凝聚力:海尔、华为等。
? 如果核心能力是一个树的根部系统,
一个小树和长成参天大树,需要内在
种子条件和营养元素。
? 核心能力增长过程
----基础态核心能力
----亚状态核心能力
----成熟态核心能力
基础态 亚状态
成熟态




企业发展过程
生存
阶段性
竞争优势
持续竞争优势 核





核心能力延展性
? 核心能力必须能统率组织的权力结构
? 核心能力必须由总裁而不是由独立行动
的部门负责人来选择提出
? 在一定时间内总裁只能选择 1-2个核心
能力加以培植
? 以长远的战略眼光加以资源投入构筑,
培育和强化核心能力。








无法学:稀缺专用
学不全:积累整合
不愿学:低调处事
学不全:先发优势
不敢学:不战而胜
难替代:超前突破
自胜
互动
创新
法则一:人无我有 — 特色
法则二:人强我优 — 优势
法则三:人优我变 — 超前
差异需求
优质需求
引导需求
组织动态能力三要素
过程 (Processes)、定位 (Positions)和路径 (Paths)
? 过程:组织和管理过程
四个关键过程:整合、学习、重组、变革
? 定位:技术和智力资产禀赋,与顾客与供应商关系
四类战略资产:技术资产、互补资产、财务资产,
区位资产
? 路径:动态能力的获取途径选择
两类关键路径:途径依赖、技术机会
Learning approach to Strategy
Participative policy making
Informating
Formative accounting & control
Internal exchange
Reward flexibility
Enabling structures
Boundary workers as
environmental scanners
Inter-company learning
Learning climate
Self-development for all
STRATEGY
LOOKING IN
STRUCTURES
LOOKING OUT
OPPOR-
TUNITY
The
Learning
Organ,
Learning
approach
to Strategy
Participative
policy making
Informating
Formative
accounting
& control
Internal
exchange
Reward
flexibility
Enabling
structures
Boundary
scanners
Inter-company
learning
Learning climate
Self-development
for all
STRATEGY LOOKING IN
LOOKING OUT LEARNING OPPORTUNITY
THE
LEARNING
COMPANY
Step 1,Small group of people that should be the whole
company,could be the board of directors,could
be a group representing all the main parts of the
company,
Step 2,Each member to consider where they think the
company is now as figure 1 and to put a master
chart on the wall and ask each to put a cross on
the line that expresses the view,
Step 6,Moving down to the future-focused right-hand
side of the U-curve,starting with abstract ideas
and visions and ending with the first step,
Step 3,Checking on your own interpretation of where
the company is now and establishing some
consensus on the question of where you are on
the lifeline,
Step 4,Focusing on the past and considering some of
the events and decisions that have made the
company what it is today,
Step 5,Using ‘U curve’ method underlying the activities
in the company biography activity,in the curve,
the diagnosis of present state is dealt with
Learning Company Profile,
1
6
7
5
4
2
3
The infant company
The pioneer
company
The rational
company
The
established
company
The wilderness company
The
transforming
company
The
dying
company
Figure The Life Stages of A Company
Events
Diagnosis,how do
we wish to change?
Phases
Themes Visions and intentions
Strategies,options
and alternatives
First steps
Past,
analysis
Present,
diagnosis
Future,
direction
Figure The U curve of company biography