Abstract
Vision, clear strategy, and balanced deployment of resources provide essential frameworks for high innovation, but they are not sufficient in themselves. Top managements in successful innovating enterprises go much further: they ensure their firms will win in competition. They see that their strategies embody:
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□ In-depth development of a few core competencies that give the company best-in-world capabilities in a few key areas critical to customers.
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□ More inte-llectual resources focused on these key areas than anyone else in the world.
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□ Maximum leveraging of the enterprise’s resources through alliances with and stli]rategic outsourcing to best-in-world outside parties.
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Endnotes
This article is reproduced by special permission from James Brian Quinn, Innovation Explosion: Using Intellect And Software To Revolutionize Growth Strategies, The Free Press, New York 1997.
This idea was first developed in J. Quinn, T. Doorley, and P. Paquette, “Technology in Services: Rethinking Strategic Focus”, Sloan Management Review (January 1990).
I. Ansoff, Corporate Strategy: An Analytical Approach to Business Policy Growth and Expansion (New York: McGraw-Hill, 1965), provided a structure that dominated this kind of thinking for decades. K. Andrews, The Concept of Corporate Strategy (Homewood, IL: Richard D. Irwin, 1980), is the classic restatement.
J. Quinn, Intelligent Enterprise (New York: Free Press, 1992), develops the concept of core intellectual competencies in depth.
D. Leonard-Barton, “Core Capabilities and Core Rigidities”, Strategic Management Journal 13 (1992) illustrates some of the complexities as they apply to managing product development.
C. Prahalad and G. Hamel, “The Core Competence of the Corporation”, Harvard Business Review (May–June 1990).
These strategies are amplified at length in Quinn, Intelligent Enterprise.
T. Steiner and D. Teixeira, Technology in Banking (Homewood, IL: Dow Jones-Irwin, 1996), provide excellent amplifications.
M. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: Free Press, 1980).
J. Quinn and F. Hilmer, “Strategic Outsourcing”, Sloan Management Review (Summer 1994).
J. Quinn, P. Anderson, and S. Finkelstein, “Leveraging Intellect”, Academy of Management Executive (Summer 1996).
M. Moritz, The Little Kingdom: The Private Story of Apple Computer (New York: Morrovw, 1984).
W. Davidson, “Apple Computer, Inc.”, case UVA-BP 219 (Charlottesville: University of Virginia, Darden School Foundation, 1984).
Data produced by T. Doorley, Braxton Assoc, reproduced in Quinn, Intelligent Enterprise.
“Nike, Inc. Vignette”, in Quinn, Intelligent Enterprise.
“Ford Team Taurus”, case, in H. Mintzberg and J. Quinn, The Strategy Process, 3d ed. (Englewood Cliffs, NJ: Prentice Hall, 1996).
O. Williamson, “Transaction Costs”, in Economic Organizations: Firms, Markets and Policy Control (New York: New York University Press, 1986).
R. D’Aveni and D. Ravenscraft, “Economics of Integration versus Bureaucratic Costs: Does Vertical Integration Improve Performance?” Academy of Management Journal 37, no. 5 (1994).
J. Quinn, J. Baruch, and P. Paquette, “Beyond Products: Services-Baded Strategies”, Harvard Business Review (Summer 1988).
J. Quinn, T. Doorley, and P. Paquette, “Beyond Products: Services-Based Strategies”, Harvard Business Review (March–April 1990).
Interviewed by J. Quinn for National Research Council, Information Technology in the Service Society (Washington, DC: National Academy Press, 1994).
J. Martin, “Are You As Good As You Think You Are?”, Fortune, September 30, 1996.
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© 1999 Springer Fachmedien Wiesbaden
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Quinn, J.B. (1999). Core-Competency-with-Outsourcing Strategies in Innovative Companies. In: Hahn, D., Kaufmann, L. (eds) Handbuch Industrielles Beschaffungsmanagement. Gabler Verlag, Wiesbaden. https://doi.org/10.1007/978-3-322-99462-2_2
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