對(duì)一個(gè)企業(yè)而言，沒有任何一個(gè)業(yè)務(wù)是憑空出現(xiàn)的，它總是會(huì)在公司戰(zhàn)略（哪怕這個(gè)公司戰(zhàn)略只是董事長/總裁的心中設(shè)想）的總體框架之下設(shè)立和培育的，基于公司對(duì)它未來的期許和作用。如果從戰(zhàn)略的業(yè)務(wù)三層面模型來說，突破性業(yè)務(wù)屬于第二、第三層面的業(yè)務(wù)，即需要進(jìn)行培育、澆灌成長的業(yè)務(wù)。顯然，這個(gè)培育澆灌的過程，就是讓該業(yè)務(wù)不斷成長，從小的樹苗長成參天大樹的過程。對(duì)企業(yè)來說，對(duì)所培育的業(yè)務(wù)在未來是有一個(gè)定位的，它也許是未來幾大主業(yè)之一；也可能是企業(yè)向新業(yè)務(wù)轉(zhuǎn)型，讓其成為唯一核心主業(yè)；也可能成為一個(gè)核心輔助性業(yè)務(wù)，比如聯(lián)想的投資業(yè)務(wù)、百度向“門戶”的擴(kuò)張。突破性業(yè)務(wù)的不同定位，就較大程度上影響了它的管控模式、競(jìng)爭優(yōu)勢(shì)和資源分配。突破性業(yè)務(wù)終歸具有較高的戰(zhàn)略意義，擁有發(fā)展的“優(yōu)先權(quán)”，資源分配上應(yīng)對(duì)其有較大的傾斜。

How can a breakthrough business borrow existing business resources?

The answer also needs to be found from the aspects of the company's control methods and modes, and its possible key competitive advantages, which requires us to make a systematic analysis.

It can be seen that the development of a breakthrough business will involve many factors, such as company support, company atmosphere, management and control of business unit, business organization, core competence building and core resource demand. These supports come from top companies, and from relevant functional departments and existing business departments.

Among the many factors to be developed, what may be leveraged from existing businesses is their related capabilities and resources.

As shown in the chart, we will have a clear understanding of the business resources that may be borrowed when we analyze the following columns.

Borrowing resources can be directly borrowed, such as human resources, but also indirect borrowing. For example, if the existing business is secured, funds can be obtained from the financing institutions. It can be borrowed for a long time, such as the existing brand resources, or can be borrowed for a short time, such as relationship resources.

Different ways of borrowing vary according to the nature of resources and the needs of radical businesses.

It needs to be pointed out that the development of breakthroughs does not need to rely on existing businesses in all resources and capabilities. It can also rely on external resources, the overall resources of the company, and so on. Moreover, the ability of a breakthrough business to really borrow from existing businesses is often the intersection of its core capabilities and resource components with the resources available to existing businesses.

The strength and intensity of such borrowing resources depend on the strategic position of the current breakthrough business relative to the company, its current situation, external environment and current business status.

We know clearly that resources are limited, and borrowing resources generally is not harmful to existing businesses. Under certain circumstances, we do not exclude the possibility of developing new businesses with existing resources and seeking breakthroughs.

A breakthrough business can borrow the resources and capabilities of existing businesses. In turn, existing businesses can also get better development because of the development of breakthroughs.

When Microsoft grew to a certain scale, by developing its venture capital business and investing in high-tech companies that are good for Microsoft's business, these new technologies were used by Microsoft, making Microsoft develop into an aircraft carrier of IT in a very fast speed.

This is a typical example. In fact, similar cases are too numerous to mention in the business world.

(the writer is a partner of Beijing Strategic Management Consulting Co., Ltd.)

Tips

The best way to borrow

Make the balance between yin and Yang in forgetting and borrowing.

Of course, there is a need to establish links between new businesses and core businesses, but new businesses can only borrow key competitive advantages from core businesses.

Do not establish links in areas where conflicts are more serious.

Find common ground.

Continuously strengthen the values shared by new businesses and core businesses.

In most cases, some values of core business are inconsistent with the business mode of new business.

Nevertheless, the top management team can still create a "super culture" composed of more general values to promote cooperation between the two.

Be careful what actions your actions will evoke.

In order to promote collaboration, we should reconsider the way of motivating individuals.

We should take the core business managers' willingness to cooperate with new businesses as one of the bases for evaluating and rewarding them.

Avoid incentives that are too closely linked to core business's short-term performance.

Win over core businesses.

In order to reduce the antagonism of the general manager of the core business, the borrower should try not to bring him pain and concentrate his energy on the core business.

When new business borrows a lot of resources, it needs to replenish the resources of core business.

The pfer price must be high enough to ensure that the core business is willing to give priority to helping new businesses, but not too high, so that new businesses can not actually make profits.

The profit margin of new business is a powerful symbol. When there is evidence that new business will be successful, core businesses will often be more enthusiastic in helping new businesses.

　　警惕震顫。應(yīng)該指派一名高級(jí)經(jīng)理來預(yù)測(cè)新業(yè)務(wù)與核心業(yè)務(wù)之間的沖突，并且在這種沖突具有破壞性的時(shí)候進(jìn)行干預(yù)。這名高級(jí)經(jīng)理必須愿意為此付出大量時(shí)間和精力，而且必須在公司內(nèi)具有一定的影響力和威望。