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單期簡介
經營管理
NO.739
關鍵轉折力
不等別人顛覆的自我創新本領
面對不可預測的市場,一次性的大規模轉型是不夠的,你將需要採取不斷進化的策略,在過去、現在及新創的產品及服務間進行明智的關鍵轉折。
2019-09-25 /  2172  7
輕鬆聽大師
俞國定導讀
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 網路版長訂優惠


目 錄 導 讀 付費內容 延伸閱讀 輕鬆抓重點

Chapter 1

釋放被困住的價值

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當你面對不可預測的市場,公司一次性的大規模「轉型」是不夠的。你將需要不斷的重塑改造,進行多次的關鍵轉折,才能從一個機會成功轉向下一個機會。這麼做的目標是不斷提出更新更好的方法,來釋放被困在目前商業模式中的價值,然後再以適當的新舊資產組合,重新調整業務重點。


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Chapter 1

Releasing trapped value

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When you're dealing with markets which are unpredictable, a single one-time large-scale "transformation" of your company just won't cut it. Constant reinvention and multiple pivots from one opportunity to the next and then to the next after that will be required. The aim here is to keep coming up with new and better ways to unlock the value which is trapped within your current business model and then to refocus your business around the right mix of old and new assets.


感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。
1
21世紀初,荷蘭消費性產品巨擘皇家飛利浦公司發現,在10年內,LED(發光二極體)技術將比傳統的白熾燈泡產品更好、更便宜,且更具永續性。儘管飛利浦可說是發明燈泡的廠商,並已掌握這項技術超過一世紀,但該公司做出了關鍵轉折的決定。感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。
1
In the early 2000s, Dutch consumer products giant Royal Philips recognized that within ten years, LED (light-emitting diode) technology would become far better, cheaper and more sustainable than its traditional incandescent lightbulb products. Even though Philips had practically invented light bulbs and had harnessed that technology for well over a century, the company made the decision it needed to pivot.感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。
2
為此,飛利浦利用目前在製造、行銷及經銷方面的資產,針對所謂「省電燈泡」的過渡時期技術進行短期投資。讓飛利浦得以在擴大對LED研發投資的同時,仍然擁有可以立即販售的產品。飛利浦也趁白熾燈照明的資產仍具有合理的市場價值時,出售給競爭對手。感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。
2
To that end, Philips leveraged its existing assets in manufacturing, marketing and distribution and made short-term investments in an interim technology called compact fluorescent light bulbs. That gave Philips a product it could sell right now even as the company ramped up its investments in LED research and development. Philips also sold off its incandescent lighting assets to competitors while they still had a reasonable marketable value.感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。
3
幸虧有這樣的關鍵轉折,飛利浦才能取得有利位置,在市場漸趨成熟之時,以Hue智慧燈具的專利技術,作為服務供應商進入LED市場。不僅如此,飛利浦還投資並擴展醫療科技業務,最終發展為新創的核心事業。最後,飛利浦大舉退出照明業,儘管該公司擁有百年的經歷。感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。
3
Thanks to this pivot, Philips was then well positioned and ready to enter the LED market as a service provider with its proprietary Hue technology once the market had matured sufficiently. Furthermore, Philips was also investing in and expanding its health technologies business which ultimately became its new core. Eventually, Philips largely exited the lighting industry despite one hundred years of experience.感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。
4
飛利浦可謂教科書範例,說明關鍵轉折能做到什麼樣的事。飛利浦出售傳統燈泡業務,創造足夠的資源來投資新一代的LED照明,然後再將LED業務出售,轉型成為高價值的醫療科技服務供應商。要對處於不同生命週期的3種技術取得投資上的平衡,是很複雜困難的,但如果你能像飛利浦一樣進行關鍵轉折,便可能產生驚人的綜效。感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。
4
Philips was a textbook illustration of what doing a pivot can achieve. Philips sold its traditional lightbulb business to generate enough resources to invest in next-generation LED lighting and then in turn sold that business to become a high-value health technologies service provider. Balancing investments in three technologies which are at different life cycle stages is tricky to pull off but if you can pivot like Philips, some amazing synergies can result.感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。

關鍵思惟


「掌握明智的關鍵轉折,需要大膽地在過去、現在與新創之間不斷輪轉。新創的最終(可能很快)會變成過去的,並持續循環下去。任何一個階段的過度投資或投資不足,都會形成持續的風險,並可能釀成一場災難。在面對外界有時無法預測的顛覆時,領導者必須重新考慮每項投資的比例,致力保持平衡。實際上,它們形成了一個平衡的三角形,從一個轉折到另一個。」──奧馬.艾伯西、保羅.諾恩斯、賴瑞.唐斯 感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。

Key Thoughts


"Mastering a wise pivot requires a constant and courageous rotation through the old, the now, and the new. The new eventually (perhaps quickly) becomes the old, and the cycle continues. Over-or underinvesting in any one stage is a constant risk, one that can prove catastrophic. Leaders must revisit the ratios of investment in each, keeping them in balance in the face of sometimes unpredictable disruption from outside. In effect, they create a triangle of balance, pivoting from one to another." – Omar Abbosh, Paul Nunes and Larry Downes 感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。

5
在每個市場及每間公司內部,各種新的、快速進步的數位科技正在創造機會,從過去因為市場效率低下而被困住的產品及服務中,釋出新的營收來源。你必須在其他競爭對手打敗你之前,先獲取那些被困住的價值,才有機會為未來的成長提供資金。要獲取被困住的價值並非易事,因為你需要改變過去的計畫、策略、流程及系統。感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。
5
In every market and inside every company, the arrival of new and fast-improving digital technologies are creating opportunities to unleash new revenue streams from products and services which were previously trapped by market inefficiencies. You have to get to that trapped value before someone else beats you to the punch if you're to have any chance of funding your future growth. Accessing that trapped value is difficult because it requires that you change your old plans, strategies, processes and systems.感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。



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