Provant company vice President John singh and Novafions company managing director Joseph, in his book "great leadership", put forward the theory of "tent" leadership, he used a canvas tent under the three dimensional represents a person's leadership effectiveness. The key to stretching the space under the tent is to get multiple pillars to stretch in the air. If you have only one pillar, the whole tent can only support the center of the pillar.
Tents, however, the central pillar is very important, because the central pillar like car antenna telescopic, only when the central pillar elongation, the tent near the pillars will follow up, as a result, under canvas space also will be more broad. The theory emphasizes the leading role of the central pillar, but the other pillars are also indispensable, which is called "the only wood is not the forest". Therefore in the process of enterprise development change to pay special attention to the role of the "core", but also to pay more attention to "non-core" resources or ability, realize the "core" of the radiation diffusion effect and "non-core" cooperate effect, thereby integrating various resources and capabilities together form a organic whole.
The application of tent theory in analyzing the core competitiveness of enterprises.
The term "core competitiveness" first appeared in 1990. Famous management expert Prahalad c.k. Prahalad and Gary hamel (Gary Hame1) in their's "The core competence of (" points out:" The core competitiveness is The enterprise formed for a long period of time of which contain The essence of enterprise, enterprise to support in The past, present and future competitive advantage, and make The enterprise internal competitive environment for a long time make active core ability." From a systems point of view, the enterprise's core competence should include the core technology ability, organization and coordination ability, strain capacity, it involves the supply, production and sales of various aspects of the enterprise, is the hard core competence (in the form of core products and core technologies as the main characteristics) and soft core competitiveness, management, human resources, enterprise culture, etc.) of the composite. These elements must be closely coordinated and interact to maximize utility. Using tent theory to explain the core competitiveness of enterprises, it has good theoretical applicability and practical guiding significance:
1. The tent center pillar represents the core technical capability of the enterprise.
First of all, we regard the whole set of tents as the core competitiveness of the enterprise. The larger the space under the tent, the stronger the competitiveness of the enterprise, as shown in figure 1. Core competitiveness of the tent in the central pillar represents the core competitiveness of the enterprise's core part, it will increase the competitiveness of enterprises to a higher level, the image is several columns other no matter how long, but if the central pillar, shorter than their tents at the top will be present for the flat shape and even collapse. Based on core competence cultivating prahalad and hamel defined view "core competence is a unique technology and skill", this concept emphasizes the view that technology is the foundation of core competitiveness. Technical capabilities (including R& D capability, product and process innovation ability, etc.) as the root of core competence, competitive advantage through its transpiration, energy will be expanded to the final product, so as to continuously provide innovative products for the consumer, the consumer needs are met.
2. Other pillars of the tent represent other capabilities other than core technology.
The other pillars of the tent represent other capabilities or resources other than technical ability, such as the aforementioned strain capacity, organization and coordination capacity, etc. To 1 second pillar, for example, it hold up another new area under tents, so not only hold up the pillar at the top of the canvas, also promoted the first pillar and the second pillar in the middle of the strip. The canvas, which had been around the first pillar, would have risen to about the same height as the two pillars. Then, with the support of one branch, the canvas can be expanded and the space under the tent can be expanded indefinitely. Thus it can be seen that the force of the tent center pillar alone is not enough to extend the space of the tent and must play the role of other props. For the core competitiveness of an enterprise, a group of scattered technologies cannot be called core competencies, and core competence consists of resources, technologies and skills. For example, fedex's core capabilities in route planning and delivery combine technology such as barcode technology, wireless communications network management and linear programming. MOTOROLA's core ability, fast production is based on the same line parts specifications as far as possible the design principle of unity, flexible manufacturing, sophisticated order system, inventory management and supplier management and so on the basis of a variety of skills.
3. The stable tent represents the effective management system and enterprise culture construction.
Several columns on a piece of canvas and is able to put up a tent, but in the case of the external environment changed, such as storm, tent is easy to broken even be swept away, so you must to the tents for reinforcement.
Enterprise core competence is a unique JingYingHua knowledge system, therefore, constitute the core competitiveness of enterprises technological elements, even within the enterprise and enterprise operation and management system for organic combination, bring into play the function of enterprise culture and management "reinforcement", and combined with enterprise's organizational culture. Only in this way can the enterprise's unique core competitiveness be formed. "Three-point technology, seven-point management" indicates the importance of management in the enterprise. Without management, the enterprise's people, wealth and things cannot be effectively coordinated and controlled, and it will be difficult to play its due role. Corporate culture reflects the enterprise staff's cohesive force, is in the process of enterprise management staff group to establish a common standard of value, is to make employees proud of spiritual belief, can cause employees to play their biggest ability for the enterprise.