????硅谷是顛覆性創(chuàng)新的心臟地帶，是所謂的“獨角獸型企業(yè)”（即估值10億美元以上的創(chuàng)業(yè)公司）的天堂。提起硅谷，人們往往立即想起它遍地開花的網(wǎng)絡公司，頻繁的交通堵塞，還有硅谷企業(yè)對于犯錯的高容忍性。但現(xiàn)在，硅谷的創(chuàng)業(yè)公司卻開始以一種全新的方式和理由吸引了人們的注意。

????以往，很多蜂涌到硅谷參觀學習的企業(yè)，都把它當成一次旅游，不過現(xiàn)在他們的學習態(tài)度要比過去嚴肅得多了。近年來，數(shù)字化、連通性和物聯(lián)網(wǎng)的發(fā)展令很多守成型企業(yè)疲于追趕，而跑在潮流最前面的就是硅谷的創(chuàng)業(yè)公司。

????如今，隨著創(chuàng)業(yè)公司紛紛闖入他們以前從未進入的領域，守成型企業(yè)正面臨著一種日益嚴峻的挑戰(zhàn)——我將其稱為“短暫優(yōu)勢經(jīng)濟”。在這種經(jīng)濟中，以往的戰(zhàn)略規(guī)則已經(jīng)不再管用。

????我們過去理所當然地認為，最強大的競爭對手，必然是同行業(yè)內(nèi)的其他公司，他們和我們瞄準的是同一批客戶。比如卡特彼勒與日本小松、可口可樂與百事可樂、福特與通用汽車等等。

????但現(xiàn)在這個邏輯不再是鐵的定律了。你的公司最厲害的競爭對手很可能來自其他行業(yè)，而且他們可能很快就會偷走你的客戶。比如Lending Club和Wealthfront這兩家公司分別顛覆了銀行貸款和投資的傳統(tǒng)模式。

????過去很多人認為，要想運作一家企業(yè)，并且為競爭對手的進入設置壁壘，最關(guān)鍵的是要擁有資產(chǎn)。但現(xiàn)在，最重要的已經(jīng)不再是擁有資產(chǎn)，而是獲得資產(chǎn)的渠道。

????比如，亞馬遜的網(wǎng)絡服務意味著以前買不起數(shù)據(jù)中心的企業(yè)，現(xiàn)在也可以根據(jù)自身需求購買到相應的服務。Box、Dropbox和Evernote等公司正在利用云架構(gòu)提供文件存儲和分享功能，從而使全新的工作與協(xié)作方式成為可能。

????學術(shù)界都知道，必須由企業(yè)協(xié)調(diào)的行為和可以在公開市場發(fā)生的行為，是存在區(qū)別的。當存在明顯的不確定因素，當公開市場的交易成本較高，當參與者存在投機傾向，或者當不同的交易方存在信息不對稱時，企業(yè)可以比公開市場更有效地完成工作。

????今天的許多知名創(chuàng)業(yè)公司已經(jīng)用科技削弱了一些守成企業(yè)的有組織行為帶來的優(yōu)勢。比如通過提供連接買家和賣家的平臺，這些企業(yè)為一些過去因成本問題或可行性問題而沒法達成的交易創(chuàng)造了市場。比如，ServiceNow公司的“平臺即服務”功能，以前必須通過一名內(nèi)部IT人員才能完成。

????除了短暫優(yōu)勢經(jīng)濟的興起之外，我們還看到許多商業(yè)模式出現(xiàn)了“松綁”的趨勢，一旦企業(yè)看到某家創(chuàng)業(yè)公司能夠提供某項出色的功能，又不會夾帶一些他們用不上的功能進行“捆綁銷售”，企業(yè)就會越來越不愿為那些他們用不上的功能掏錢。不過很多傳統(tǒng)的業(yè)務模式卻面臨著這樣的困境：他們的業(yè)務模式旨在通過一系列行為，為部分客戶提供某些價值；同時通過另一系列行為，為另一部分顧客提供其它價值（想想電視和廣告或報紙和廣告的關(guān)系）。但如果你給了客戶選擇的權(quán)利，他們往往只會選擇對自己有價值的體驗。

????如今有很多人到實體店里看產(chǎn)品，然后在網(wǎng)上以更便宜的價錢購買，也是這種挑戰(zhàn)的一個例子。從商店的觀點來看，提供商品展示空間，讓客戶有機會親眼目睹產(chǎn)品，是一種旨在激發(fā)購買行為而進行的投資。面對這種局面，百思買選擇了調(diào)整他們的目標顧客群，開始向制造商收取產(chǎn)品上架費用。雖然利潤有所降低，但總比什么也不做好。

????那么，守成企業(yè)面對如此之大的變革，又應該做些什么？首先不要慌。如果你是一家大型的守成企業(yè)，那么你擁有的各種資產(chǎn)足以讓創(chuàng)業(yè)公司流口水。你既有人才，又有網(wǎng)絡、知識產(chǎn)權(quán)、現(xiàn)金和收益流。問題是，你怎樣利用這些資產(chǎn)去探索未來，而不是捍衛(wèi)過去？答案是要學會創(chuàng)新，不是偶爾，而是要持續(xù)不斷地創(chuàng)新；不是僅僅實現(xiàn)現(xiàn)有業(yè)務的漸進式增長，而是要開辟顯著增長的新機會。

????企業(yè)必須要高度重視創(chuàng)新驅(qū)動型增長。這意味著開發(fā)一種全新的工作方式。企業(yè)必須學會利用外部資產(chǎn)開發(fā)新的產(chǎn)品和服務，在適合創(chuàng)新的領域，要堅持既有的控制導向型規(guī)定和流程。另外，在守成企業(yè)勇敢探索新領域的過程中，無論邁出的第一步是成功還是失敗了，都必須從中學習經(jīng)驗和教訓。

????幸運的是，我們知道企業(yè)需要具備什么條件才能實現(xiàn)這些目標。它們是：設計思維，敏銳理解客戶需求，愿意開發(fā)和試驗原型產(chǎn)品，有一支專注的全職團隊，領導層能夠分辨出哪種做法適合今天的核心業(yè)務、哪種做法有益于企業(yè)明天的成功。（財富中文網(wǎng)）

????本文作者為哥倫比亞商學院的商業(yè)戰(zhàn)略教授。

????譯者：樸成奎

????審校：任文科

????Ah, Silicon Valley—the beating heart of disruptive innovation, home of the so-called Unicorns, those startups worth a billion dollars or more. Famous for its networks, its traffic jams, and its acceptance of failure, Silicon Valley startups are beginning to attract attention in a whole new way, and for a whole new set of reasons.

????Companies that once flocked to visit the region as a form of intellectual tourism are now taking those trips a lot more seriously. Digitization, increased connectivity, and the promise of the Internet of Things have well-established companies on the run, and Valley startups seem to be leading the charge.

????Established companies now have to cope with the increasing pace of what I call the transient advantage economy, with startups barging into spaces they could never enter before. In this economy, the old rules of strategy have simply stopped working.

????We used to accept as given that the most significant competitors to worry about were the other firms doing the same things we did, who were also competing for the same customers. It was Caterpillar vs. Komatsu, Coke vs. Pepsi, Ford vs. General Motors.

????That logic no longer holds. Your company’s most significant competitors may very well come from other industries, and they can steal your customers very quickly. For example, startups such as Lending Club and Wealthfront are picking apart the traditional model for bank loans and investing, respectively.

????The belief that owning assets is essential to operating a business and provides barriers to entry for competitors is crumbling. Today, access to assets, rather than ownership, is the key.

????Amazon’s web services offerings, for instance, mean that companies that never could have dreamed of affording a data center can buy the functional equivalent of one on an as-needed basis. New companies such as Box, Dropbox, and Evernote are using cloud-based infrastructure to offer document storage and sharing capabilities, making an entirely new way of working and collaborating possible.

????In academia, there is a well-worn distinction between activities that have to be coordinated by an organization and activities that can take place in an open market. An organization can offer a more effective way of getting work done when there is considerable uncertainty about what might happen; when transaction costs in the open market are high; when players have the temptation to behave opportunistically; and when there is information asymmetry between different trading partners.

????Many of today’s best-known startups have used technology to eliminate the benefits of organizing activities under one corporate roof. By providing platforms that connect buyers and sellers, these firms have created markets for transactions that would have been too expensive or simply not feasible in an earlier era. A company such as ServiceNow, for instance, offers to replace many of the functions that would once have been performed for a company by in-house IT personnel with its “platform as a service.”

????Alongside the rise of this transient advantage economy, we have seen a massive unbundling of business models, with customers becoming increasingly unwilling to pay for attributes they don’t want once a startup has shown them that they can avoid having to do so. The dilemma is that many traditional business models were based on offering value to a customer via one set of activities while capturing it for the company via another (think TV and commercials, or newspapers and advertising). Give a customer a choice, and they’ll often opt to consume only the experience they value.

????Showrooming, the practice of visiting stores to see an actual product but buying it more cheaply online, is one example of this challenge. From a store’s point of view, providing display space and the chance to physically see products is an attribute they invest in to reap the reward of purchases. When that went away, Best Buy, for instance, shifted their customer base and began to charge manufacturers to stock their shelves. Not as good as the profit margins on purchases, but better than nothing.

????So, what is an incumbent to do in the face of so much change? First, don’t panic. If you’re a big, established firm, you have all kinds of assets that would make a startup drool. You’ve got people, networks, intellectual property, cash, and revenue streams. The big question is, how do you use those assets to discover the future rather than trying to defend the past? It means learning to be innovative, not just now and again, but routinely, with the goal of finding not just incremental tweaks on your existing business but substantial new sources of growth.

????Innovation-driven growth needs to be taken seriously. That means developing a new way of working. Companies must use external resources to develop new products and services, maintain their existing control-oriented rules and procedures in parallel with those suitable for innovation, and they must learn lessons from subsequent successes and failures, quickly, as they venture into brave new areas.

????The good news is that we know what needs to be in a company’s toolkit to accomplish these goals: design thinking, a keen understanding of customer needs, the willingness to prototype and experiment, full-time focused teams, and leadership that can distinguish between the practices suitable for today’s core business and those that make sense for tomorrow.

????Rita Gunther McGrath is a professor of business strategy at Columbia Business School