6 July
Focus on Excellence
What is our specific knowledge?
A valid definition of the specific knowledge of a business sounds simple—deceptively so. It takes practice and regularity to do a knowledge analysis well. The first analysis may come up with embarrassing generalities such as: our business is communications, or transportation, or energy. These general terms may make good slogans for a salesmen's convention; but to convert them to operational meaning—that is, to do anything with them—is impossible. But with repetition, the attempt to define the knowledge of one's own business soon becomes easy and rewarding.
Few questions force a management into as objective, as searching, as productive a look at itself as the question: "What is our specific knowledge?" No company can excel in many knowledge areas. A business may be able to excel in more than one area. A successful business has to be at least competent in a good many knowledge areas in addition to being excellent in one. But to have real knowledge of the kind for which the market offers economic reward requires concentration on doing a few things superbly well.
7月6日
专注于卓越
我们的专门知识是什么？
对一家企业而言，准确界定自己的专门知识，看似简单，其实并非如此。做好知识分析，需要不断练习，并长期坚持。第一次分析时，很容易得出一些令人尴尬的空泛结论，例如：“我们的业务是通信”“运输”或“能源”。这些概念也许适合作为销售大会上的宣传口号，但如果要把它们转化为具有实际操作意义的内容——也就是说，真正指导企业行动——几乎是不可能的。
然而，经过不断练习之后，界定企业自身知识领域这项工作，会越来越容易，也越来越有价值。
很少有哪个问题，能够像“我们的专门知识是什么？”这样，迫使管理层如此客观、深入而富有成效地审视自己。
任何一家企业都不可能在许多知识领域同时做到卓越。企业或许能够在多个领域表现优秀，也必须在许多领域具备基本能力，但真正能够获得市场回报的专业知识，必须建立在高度聚焦的基础上，把少数几件事情做到无可挑剔。
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