「釋義」

為了實現(xiàn)重塑，企業(yè)必須以一個并行的戰(zhàn)略流程來補充其傳統(tǒng)方法，將市場邊緣和組織邊緣置于中心位置。在這種“以邊緣為中心”的方法中，戰(zhàn)略制定成為一項永久性的活動，但沒有永久性的結(jié)構(gòu)或流程。

「應(yīng)用場景」

將市場的邊緣置于中心位置?！耙赃吘墳橹行摹钡膽?zhàn)略能讓企業(yè)持續(xù)掃描市場外圍，以尋找未被滿足的客戶需求或未解決的問題?？梢钥匆幌轮Z和諾德（Novo Nordisk）進入市場邊緣、發(fā)現(xiàn)競爭基礎(chǔ)變化的例子。這家制藥業(yè)巨頭通過一個重要的項目開始了解，其未來的業(yè)務(wù)將不僅僅要解決身體健康問題。項目名為“糖尿病的態(tài)度、愿望和需求”（Diabetes Attitudes, Wishes, and Needs，簡稱DAWN），匯聚了數(shù)千名基層保健醫(yī)生、護士、醫(yī)學(xué)專家、患者以及世界衛(wèi)生組織等主要協(xié)會的代表，將個人（而非疾?。┲糜谔悄虿∽o理的中心視角。

An edge-centric strategy allows companies to continually scan the periphery of the market for untapped customer needs or unsolved problems. Consider how Novo Nordisk gets to the edge of the market to detect changes in the basis of competition as they’re occurring. For example, through one critical initiative the pharma giant came to understand that its future businesses would have to address much more than physical health. The initiative—Diabetes Attitudes, Wishes, and Needs (DAWN)—brings together thousands of primary care physicians, nurses, medical specialists, patients, and delegates from major associations like the World Health Organization to put the individual—rather than the disease—at the center of diabetes care.

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以上文字選自《哈佛商業(yè)評論》中文版2021年5月刊《在為時已晚之前重塑你的企業(yè)》

保羅·納尼斯（Paul Nunes） 蒂姆·布雷恩（Tim Breene） | 文

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