商品敘述：

In the early 1980s, GTE was positioned to become a major player in the information technology industry. NEC was much smaller and had no experience as an operating telecommunications company. Today NEC is among the top five companies in telecommunications, semiconductors, and mainframes. GTE has become essentially a telephone company with a position in defense and lighting products. What happened? NEC built and nurtured a group of core competencies. GTE, on the other hand, couldn''t agree on which competencies to base its strategy. It organized itself around strategic business units, which by nature underinvest in core competencies, imprison resources, and bind innovation. A company''s competitiveness derives from its core competencies and core products (the tangible results of core competencies). Core competence is the collective learning in the organization, especially the capacity to coordinate diverse production skills and integrate streams of technologies. It is also a commitment to working across organizational boundaries. Organizing around core competencies requires a radical change in corporate organization. The first step requires identifying core competencies, which meet these three requirements: They provide potential access to a wide variety of markets, make a contribution to the customer benefits of the product, and are difficult for competitors to imitate. The next step is to redesign the architecture of the company and provide an impetus for learning from alliances and a focus for internal development. Management should ask: How long could we preserve our competitiveness if we did not control this core competence? How central is this core competence to customer benefits? What opportunities would be foreclosed if we lost this competence?

涵蓋領域：

Strategy execution;Change management;Competitive advantage;Core competencies;Competitive strategy;Consolidation;Growth strategy;Organizational development;Strategic analysis

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