Drucker Management
Synergy
A synergy of Business Assumptions （経営環境と使命と卓越性）
Assumptions in all three areas have to fit one another.
The assumptions about environment, mission, and core competencies must fit one another. Marks and Spencer recognized that World War I had led to a new environment – masses of new buyers for good-quality, stylish, and inexpensive merchandise such as lingerie, blouses, and stockings. By the mid-twenties the four brothers-in-law who had built the penny bazaars into a major chain of variety stores might have been satisfied to enjoy their considerable wealth. Instead they decided to rethink the mission of their business. The business of Marks and Spencer, they decided, was not retailing. It was social revolution. From having been a successful variety chain, Marks and Spencer purposefully changed its mission into being a highly distinct “specialty” marketer. Finally, it went out and looked for the right manufacturers, whom it often had to help get started – for the existing old-line manufacturers were, for obvious reasons, none too eager to throw in their lot with the brash upstart who tried to tell them how to run their business – thus developing the core competency required by the new environment and mission.
ACTION POINT: Does the mission of your enterprise fit the environment? Do your core competencies fit the mission?
Management: Tasks, Responsibilities, Practices
Managing in a Time of Great Change
経営環境と使命と中核的能力は
平仄が合っていなければならない。
経営環境と使命と中核的能力は、平仄が合っていなければならない。
マークス・アンド・スペンサーは、第一次大戦が新たな経営環境を生み出したことを認識した。ランジェリー、ブラウス、ストッキングなどおしゃれで品質のよい製品の購買層が生まれていた。
一九二〇年代の半ば、安物の雑貨店をチェーン店にまで成長させた四人の義理の兄弟たちは、すでに財をなしていた。しかし彼らは、自分たちの事業の使命を考え直すことにした。自分たちは社会革命の担い手であるとした。
そこで、雑貨店チェーンから中産階級向けのスーパーへと変身した。そのための製品を開発し、メーカーを育成した。こうして経営環境と使命の変化が、新たな中核的能力をもたらした。
（『マネジメント－課題・責任・実践』『未来への決断』）
According to Mr.Shibusawa、Since I was born as a person, there must be some purpose there.
渋澤栄一先生曰く、およそ人として生まれてきた以上、そこに何らかの目的がなくてはならぬ。
