How Can A Breakthrough Business Borrow Existing Business Resources?

　　对一个企业而言，没有任何一个业务是凭空出现的，它总是会在公司战略（哪怕这个公司战略只是董事长/总裁的心中设想）的总体框架之下设立和培育的，基于公司对它未来的期许和作用。如果从战略的业务三层面模型来说，突破性业务属于第二、第三层面的业务，即需要进行培育、浇灌成长的业务。显然，这个培育浇灌的过程，就是让该业务不断成长，从小的树苗长成参天大树的过程。对企业来说，对所培育的业务在未来是有一个定位的，它也许是未来几大主业之一；也可能是企业向新业务转型，让其成为唯一核心主业；也可能成为一个核心辅助性业务，比如联想的投资业务、百度向“门户”的扩张。突破性业务的不同定位，就较大程度上影响了它的管控模式、竞争优势和资源分配。突破性业务终归具有较高的战略意义，拥有发展的“优先权”，资源分配上应对其有较大的倾斜。

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.

　　警惕震颤。应该指派一名高级经理来预测新业务与核心业务之间的冲突，并且在这种冲突具有破坏性的时候进行干预。这名高级经理必须愿意为此付出大量时间和精力，而且必须在公司内具有一定的影响力和威望。