Strategic_Capability[1]
国家安全战略的英语
国家安全战略的英文通常表达为"National Security Strategy"。
1.The National Security Strategy (NSS) outlines the core principlesand objectives guiding a nation's foreign and defense policies.翻译：国家安全战略（NSS）概述了一国指导其外交和国防政策的核心原则和目标。
2.President unveiled the latest National Security Strategy,emphasizing economic strength as a foundation of nationalpower.翻译：总统发布了最新的国家安全战略，强调经济实力作为国家力量的基础。
3.The NSS prioritizes cybersecurity threats as a critical componentin maintaining national security.翻译：国家安全战略将网络安全威胁作为维护国家安全的关键组成部分予以优先考虑。
4.In accordance with the NSS, the country will bolster its allianceswhile promoting regional stability.翻译：按照国家安全战略，该国将在促进地区稳定的同时加强其同盟关系。
5.The NSS identifies climate change as a significant risk to long-term global security and calls for international cooperation.翻译：国家安全战略将气候变化视为对全球长期安全的重大风险，并呼吁国际协作。
strategic partnership模板
【导言】1. 定义：strategic partnership是指两个或多个实体之间建立的长期合作关系，旨在共同实现商业利益和战略目标。
2. 意义：在当今全球化和竞争激烈的商业环境中，建立战略合作伙伴关系可以帮助企业共同开发新市场、共享资源、降低成本、提高竞争力。
【第一部分：战略合作伙伴关系的重要性】1.1 市场竞争激烈在当今全球化的市场环境中，企业面临着日益激烈的竞争压力，单打独斗已经不再是唯一的选择。
1.2 共同开发新市场通过与合作伙伴建立战略合作关系，企业可以凭借各自的优势共同开拓新的市场，实现双赢局面。
1.3 资源共享战略合作伙伴关系能够让企业共享资源，包括技术、资金、人力等，从而实现资源优化配置和利益最大化。
1.4 降低成本通过共同采购、生产、物流等方式，合作伙伴可以降低成本，提高效率，从而增强竞争力。
【第二部分：建立战略合作伙伴关系的步骤】2.1 目标明确在建立战略合作伙伴关系之前，双方应明确合作的目标和愿景，确保双方的利益一致。
2.2 信任基础建立战略合作伙伴关系的关键是建立起双方之间的信任基础，只有信任的双方才能够长期合作。
2.3 协同合作双方应该形成协同合作的机制，包括信息共享、资源整合等，确保合作的顺利进行。
2.4 风险控制在建立合作关系的过程中，双方应该共同制定风险控制机制，降低合作的各种不确定性。
【第三部分：战略合作伙伴关系的管理和维护】3.1 沟通机制建立战略合作伙伴关系后，双方需要建立起良好的沟通机制，及时沟通问题并解决矛盾。
3.2 利益平衡战略合作伙伴关系的双方应该平衡各自的利益，避免出现一方受损而另一方获益的情况。
3.3 风险预警双方需要建立风险预警机制，及时发现并解决合作中可能出现的各种风险。
3.4 绩效评估定期进行合作绩效评估，分析合作的成果和问题，并及时调整合作策略。
【第四部分：战略合作伙伴关系的案例分析】4.1 阿里巴巴与菜鸟网络阿里巴巴集团与菜鸟网络建立了战略合作伙伴关系，共同发展智慧物流，推动新零售模式的发展。
Linux的capability深入分析
Linux的capability深入分析一)概述:1)从2.1版开始,linux内核有了能力(capability)的概念,即它打破了unix/linux操作系统中超级用户/普通用户的概念,由普通用户也可以做只有超级用户可以完成的工作.2)capability可以促进作用在进程上(受到限制),也可以促进作用在程序文件上,它与sudo相同,sudo只针对用户/程序/文件的详述,即sudo可以布局某个用户可以继续执行某个命令,可以修改某个文件,而capability就是使某个程序具有某种能力,比如:capability让/tmp/testkill程序可以kill掉其它进程,但它不能mount设备节点到目录,也不能重启系统,因为我们只指定了它kill的能力,即使程序有问题也不会超出能力范围.3)每个进程存有三个和能力有关的图形:inheritable(i),permitted(p)和effective(e),对应进程描述符task_struct(include/linux/sched.h)里面的cap_effective,cap_inheritable,cap_permitted,所以我们可以查阅/proc/pid/status去查阅进程的能力.4)cap_effective:当一个进程要进行某个特权操作时,操作系统会检查cap_effective 的对应位是否有效,而不再是检查进程的有效uid是否为0.比如,如果一个进程必须设置系统的时钟,linux的内核就可以检查cap_effective的cap_sys_time位(第25十一位)与否有效率.5)cap_permitted:表示进程能够使用的能力,在cap_permitted中可以包含cap_effective中没有的能力，这些能力是被进程自己临时放弃的,也可以说cap_effective是cap_permitted的一个子集.6)cap_inheritable:则表示能被当前进程继续执行的程序承继的能力.二)capability 的预设与去除我们在下面的程序中给当前的进程设定能力,最后我们清除掉所设定的能力,源程序如下:1#include2#include3#include4#include5#include67#undef_posix_source8#include910externinterrno;1112voidwhoami(void)13{14printf(\euid=%igid=%i\\n\15}1617voidlistcaps()18{19cap_tcaps=cap_get_proc();20ssize_ty=0;21printf(\22(int)getpid(),cap_to_text(caps,&y));23fflush(0);24cap_free(caps);25}2627intmain(intargc,char**argv)28{29intstat;30whoami();31stat=setuid(geteuid());32pid_tparentpid=getpid();3334if(!parentpid)35return1;36cap_tcaps=cap_init();373839cap_value_tcaplist[5]=40{cap_net_raw,cap_net_bind_service,cap_setuid,cap_set gid,cap_setpcap};41unsignednum_caps=5;42cap_set_flag(caps,cap_effective,num_caps,caplist,cap_set);43cap_set_flag(cap s,cap_inheritable,num_caps,caplist,cap_set);44cap_set_flag(caps,cap_permitted, num_caps,caplist,cap_set);4546if(cap_set_proc(caps)){47perror(\4849returnexit_failure;50}51listcaps();5253printf(\54cap_clear(caps);//resettingcapsstorage5556if(cap_set_proc(caps)){57perror(\58returnexit_failure;59}60listcaps();6162cap_free(caps);63return0;6465}编程:gcccapsettest.c-ocapsettest-lcap运行:./capsettestuid=0euid=0gid=0theprocess2383wasgivecapabilities=cap_setgid,cap_setuid,cap_se tpcap,cap_net_bind_service,cap_net_raw+eipdroppingcapstheprocess2383wasgivecapabilities=备注:1)我们对该进程增加了5种能力,随后又清除了所有能力.2)首先通过cap_init()初始化放置cap能力值的状态,随后通过cap_set_flag函数的调用,将三种图形的能力设置给了变量caps,再通过cap_set_proc(caps)预设当前进程的能力值,通过cap_get_proc()回到当前进程的能力值,最后通过cap_free(caps)释放出来能力值.3)cap_set_flag函数的原型就是:intcap_set_flag(cap_tcap_p,cap_flag_tflag,intncap,constcap_value_t*caps,cap _flag_value_tvalue);我们这里的调用语句是:cap_set_flag(caps,cap_permitted,num_caps,caplist,cap_set);第一个参数cap_p是存放能力值的变量,是被设定值.这里是caps.第二个参数flag是是三种能力位图,这里是cap_permitted.第三个参数ncap是要设定能力的个数,这里是num_caps,也就是5.第四个参数*caps就是必须预设的能力值,这里就是caplist数组,也就是cap_net_raw,cap_net_bind_service,cap_setuid,cap_setgid,cap_setpcap.第五个参数value就是同意必须预设还是去除,这里就是cap_set.4)cap_set_proc函数的原型就是:intcap_set_proc(cap_tcap_p);cap_set_proc函数通过cap_p中的能力值预设给当前的进程.5)cap_get_proc函数的原型就是:cap_tcap_get_proc(void);cap_get_proc函数回到当前进程的能力值给cap变量.6)cap_free函数的原型就是:cap_free(caps);cap_free函数清扫/释放出来cap变量.7)如果我们fork()了子进程,那么子进程继承父进程的所有能力.8)无法单独预设cap_effective,cap_inheritable图形,必须必须和cap_permitted单胺,且cap_permitted一定要是其它两个图形的SGE.9)如果两次调用cap_set_proc函数,第二次调用的值力值不能少于或多于第一次调用.如第一次我们授权chown,setuid能力,第二次只能是chown,setuid不能是其它的能力值.10)普通用户不能给进程设定能力.三)进程的能力掩码:我们可以通过下面的程序以获取当前进程的掩码,它就是通过capget函数去以获取选定进程的能力掩码,当然我们也可以用capset去预设掩码,下面以获取掩码的彰显:1#undef_posix_source2#include3#include4#include5#include6#include7#include89intmain()10{11struct__user_cap_header_structcap_header_data;12cap_user_header_tcap_header= &cap_header_data;1314struct__user_cap_data_structcap_data_data;15cap_user_data_tcap_data=&cap_dat a_data;1617cap_header->pid=getpid();18cap_header->version=_linux_capability_version_1;1920if(capget(cap_header,cap_data)<0){21perror(\22exit(1);23}24printf(\25cap_data->permitted,cap_data->inheritable);26}gcccapget0.c-ocapget0-lcap普通用户:./capget0capdata0x0,0x0,0x0超级用户:/home/test/capget0capdata0xffffffff,0xffffffff,0x0这也说明了默认情况下,root运行的进程是什么权限都有,而普通用户则什么权限都没有.我们可以将本程序与上面的程序进行整合,如下:1#include2#include3#include4#include5#include67#undef_posix_source8#include910externinterrno;1112voidwhoami(void)13{14printf(\euid=%igid=%i\\n\15}1617voidlistcaps()18{19cap_tcaps=cap_get_proc();20ssize_ty=0;21printf(\22(int)getpid(),cap_to_text(caps,&y));23fflush(0);24cap_free(caps);25}262728intmain(intargc,char**argv)29{30intstat;31whoami();32stat=setuid(geteuid());33pid_tparentpid=getpid();3435if(!parentpid)36return1;37cap_tcaps=cap_init();3839cap_value_tcaplist[5]=40{cap_net_raw,cap_net_bind_service,cap_setuid,cap_set gid,cap_setpcap};41unsignednum_caps=5;42cap_set_flag(caps,cap_effective,num_caps,caplist,cap_set);43cap_set_flag(cap s,cap_inheritable,num_caps,caplist,cap_set);44cap_set_flag(caps,cap_permitted, num_caps,caplist,cap_set);4546if(cap_set_proc(caps)){47perror(\4849returnexit_failure;50}51listcaps();5253cap_free(caps);。
Strategic Management Concepts and Cases战略管理概念与案例
21st Century Competitive Landscap
■ Introduction: The Competitive Landscape (CL)
■ Pace of change i s rapid ■ P a r t n e r s h i p s c r e a t e d by mergers &a c q u i s i t i o n s (M& ■ Other CL c h a r a c t e r i s t i c s : Economies of s c a l e ,
· Destroy value of existing technology · Create new markets
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21st Century Competitive Landscape
■ Technology and Technology Changes (Cont’d)
■ 1 . Technology d i f f u si o n &d i s r u p t i v e technologie ■ 2 . The information age ■ 3 . Increasing knowledge i n t e n s i t y
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Chapter 1 : S t r a t e g i c Management and Strategic Competitiventent areas
■ Nature of Competition ■ The 21st Century Competitive Landscape ■ I/O Model of Above-Average Returns (AAR) ■ Resource-Based Model of AAR ■ Stra te gic Vision and Mission ■ Stakeholders ■ Strategic Leaders ■ The S t r a t e g i c Management Process
capability 英语解说 -回复
capability 英语解说-回复Capability refers to the ability or capacity of an individual, organization, or system to perform a specific function or task. It essentially determines how well a person or entity can handle various responsibilities and challenges. In this article, we will explore the concept of capability and delve into its different aspects and implications.To begin with, capability can be categorized into different types based on its scope and range. The first type is individual capability, which refers to the skills, knowledge, and attributes possessed by an individual. This includes both hard skills, such as technical abilities and expertise, as well as soft skills, like communication and problem-solving capabilities. Individual capability plays a crucial role in determining an individual's effectiveness in performing their role within an organization or society.Moving on, we have organizational capability, which pertains to the collective skills, resources, and systems within an organization. It encompasses the organizational structure, culture, and capacity to adapt and innovate. Organizational capability is essential for achieving goals, delivering products or services, and effectivelycompeting in the market. It involves various aspects, such as the ability to manage and coordinate different departments, align strategies with objectives, and foster a culture of learning and growth.Furthermore, we can also talk about technological capability, which focuses on an organization's ability to leverage technology effectively. This includes the infrastructure, tools, and systems used to support operations and achieve strategic objectives. Technological capability involves staying updated with the latest advancements, investing in appropriate technologies, and ensuring efficient utilization of available resources. Organizations with strong technological capability can gain a competitive edge and adapt to the ever-changing business landscape.In addition, societal capability refers to the collective capacity of a society or community to address complex issues and challenges. It involves collaboration, cooperation, and effective governance among various stakeholders, including governments, NGOs, businesses, and citizens. Societal capability is crucial for achieving sustainable development goals, resolving social problems, and promoting the overall well-being of its members.Now that we have discussed various types of capability, it is essential to highlight the process of developing and enhancing capability. Developing capability requires a systematic approach, involving assessment, planning, implementation, and continuous improvement. Firstly, it is vital to assess the current state of capability to identify strengths and areas for improvement. This can be done through performance evaluations, skills assessments, or stakeholder feedback.Based on the assessment, a comprehensive plan should be developed to address the identified gaps and build the required capability. This plan should include specific goals, actions, timelines, and allocated resources. Implementation involves executing the plan, which may include training programs, recruitment or development of skilled personnel, upgrading infrastructure, or adopting new technologies.However, building capability is not a one-time event but an ongoing process. It requires continuous monitoring, evaluation, and refinement. Regular assessment of progress against the set goals helps in identifying any deviations or further improvementareas. Feedback from stakeholders, customers, or employees can also provide valuable insights for future enhancements.In conclusion, capability is a fundamental aspect of individuals, organizations, and societies. It encompasses various types, including individual, organizational, technological, and societal capability. Developing and enhancing capability involve a systematic approach of assessment, planning, implementation, and continuous improvement. By investing in capability development, individuals, organizations, and societies can unleash their potential and thrive in an ever-evolving world.。
Strategic-Capability
Exploring Corporate Strategy 8e, © Pearson Education 2008
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What is Organisational Knowledge?
Organisational knowledge is the collective experience accumulated through systems, routines, and activities of sharing
Exploring Corporate Strategy 8e, © Pearson Education 2008
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Exhibit 3.5 Criteria for Inimitability
Complexity
Robustness of strategic capability
Culture and history
advantage in ways that others cannot imitate or obtain
Exploring Corporate Strategy 8e, © Pearson Education 2008
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Exhibit 3.3 Sources of Cost Efficiency
Causal ambiguity
Exploring Corporate Strategy 8e, © Pearson Education 2008
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What are Dynamic Capabilities?
Dynamic capabilities are an organisation’s abilities to renew and recreate its strategic capabilities to meet the needs of a changing environment
LECTURE_07_VALUE_CHAIN_ANALYSIS
Strengths
Strengths can arise from
The Value Chain
Source: M.E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, 1985. Used with permission of The Free Press, a division of Simon & Schuster, Inc. © 1985, 1988 by Michael E. Porter. All rights reserved.
ie: Giving better VALUE - from customer
perHale Waihona Puke pectiveValue:
Relationship between benefits provided as perceived by customer and price paid
So use Value Chain to Analyse activities to see how these perform RELATIVE TO COMPETITORS
M15EFA CFS
Lecture 7 Value Chain Analysis
Objectives:
Explain the concept of a value chain
HRBP四种能力要求
HRBP四种能力要求不同的企业对HRBP有不同的能力要求，这些能力要求有四个1华为HRBP四大能力（文化能力+业务能力+管理能力+专业能力），是基于原有HRBP六大角色定位延展而来。
雀巢的HRBP的能力模型，也是从HRBP 扮演的6 个角色谈起：（1）Strategic Partner战略伙伴要求HRBP能理解业务需求，从人力资源的角度给业务支持。
（2）HR Integrator人力资源整合专家要求HRBP能够整合HR 部门、HR 团队、HR 的制度和政策，从人力资源各个方面去系统思考。
（3）Capability Builder能力建设者一方面，做好HRBP自身的提升或团队能力的提升，另一方面，通过自己的提升来帮助业务，促进业务人力的成长，建立业务团队能力的提升。
（4）Culture Enabler文化促进者要求HRBP能把企业文化或业务独有的价值观贯彻进员工的日常工作，发挥文化的隐形作用。
（5）Change Engine变革推动者要求HRBP从人力资源的角度去推动组织变革、业务变革。
（6）Insight Advocate洞察倡导者要求发挥HRBP的洞察力，帮助业务从人力资源的角度洞察隐性的问题。
2这是我们根据HR实践总结出来的，所谓场景，就是HRBP在实践中，在特定的阶段会遇到特定的问题，就需要培养的特定的核心能力（方法）。
比如说，初级HRBP转身，刚派驻到业务，通常面临不懂业务、业务不认可、找不准问题切入点的难题。
需要重点培养——三板斧（方法论）：通业务、建信任、给结果。
（1）通业务——简单说，HRBP要在前线了解业务，洞察业务变化的影响因素，你要听得懂“炮声”，才能准确“呼唤”后台“炮火支援”。
（2）建信任——HRBP要想把工作做到位，不跟业务搭档和团队保持融洽的信任关系基本上是寸步难行的。
（3）给结果——HRBP冲在一线，要成为一个问题终极者，而不是问题制造者，面对业务团队的非HR问题，同样要求“结果导向”。
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Exploring Corporate Strategy 8e, © Pearson Education 2008
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Exhibit 3.1 Strategic Capabilities and Competitive Advantage
Exploring Corporate Strategy 8e, © Pearson Education 2008
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Chapter Summary (1)
Strategic capability deals with adequacy and suitability of resources and competences required for success Goal is to establish core competences that lead to competitive advantage
Exploring Corporate Strategy 8e, © Pearson Education 2008
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Exhibit 3.3 Sources of Cost Efficiency
Economies of scale Cost efficiency Supply costs Experience
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Capabilities for achieving and sustaining competitive advantage
Value
Rarity
Inimitable
Substitution Dynamic
Exploring Corporate Strategy 8e, © Pearson Education 2008
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Exhibit 3.5 Criteria for Inimitability
Complexity Culture and history
Robustness of strategic capability
Causal ambiguity
Exploring Corporate Strategy 8e, © Pearson Education 2008
Exploring Corporate Strategy 8e, © Pearson Education 2008 3-2
Learning Outcomes (2)
Diagnose strategic capability by means of value chain analysis, activity mapping, benchmarking, and SWOT analysis Consider how managers can develop strategic capabilities of organisations
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SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
Exploring Corporate Strategy 8e, © Pearson Education 2008
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Limitations in Managing Strategic Capabilities
Recognise the role of continual improvement in cost efficiency as a strategic capability
Analyse how strategic capabilities might provide sustainable competitive advantage on the basis of their value, rarity, inimitability, and nonsubstitutability
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What are Core Competences?
Core competences are the skills and abilities by which resources are deployed through an organisation’s activities and processes such as to achieve competitive advantage in ways that others cannot imitate or obtain
Product design
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Exhibit 3.4 The Experience Curve
Exploring Corporate Strategy 8e, © Pearson Education 2008
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Approaches to Benchmarking
Historical benchmarking Industry/sector benchmarking Best-in-class benchmarking
Exploring Corporate Strategy 8e, © Pearson Education 2008
Exploring Corporate Strategy 8e, © Pearson Education 2008
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Exhibit 3.6 The Value Chain
Exploring Corporate Strategy 8e, © Pearson Education 2008
Байду номын сангаас3-14
Exhibit 3.7 The Value Network
Exploring Corporate Strategy 8e, © Pearson Education 2008
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Exhibit 3.8 An Activity System Map
Exploring Corporate Strategy 8e, © Pearson Education 2008
Methods of diagnosing organisational capabilities include
Value chain and value networks Activity mapping Benchmarking SWOT analysis
Exploring Corporate Strategy 8e, © Pearson Education 2008
Competences valued but not understood
Competences are not valued
Competences are recognised, valued, and understood
Exploring Corporate Strategy 8e, © Pearson Education 2008
Exploring Corporate Strategy 8e, © Pearson Education 2008
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Diagnosing Strategic Capability
Value chain/ Value network
Activity maps
Benchmarking
SWOT analysis
Cost efficiency is vital In dynamic conditions, dynamic capabilities are important
Exploring Corporate Strategy 8e, © Pearson Education 2008
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Chapter Summary (2)
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Developing Strategic Capabilities
Add and change Extend Exploit
Cease
Stretch
Develop externally
Exploring Corporate Strategy 8e, © Pearson Education 2008
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What are Dynamic Capabilities?
Dynamic capabilities are an organisation’s abilities to renew and recreate its strategic capabilities to meet the needs of a changing environment
The Strategic Position 3: Strategic Capability
Learning Outcomes (1)
Distinguish elements of strategic capability in organisations: resources, competences, core competences, and dynamic capabilities
Exploring Corporate Strategy 8e, © Pearson Education 2008
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What is Organisational Knowledge?
Organisational knowledge is the collective experience accumulated through systems, routines, and activities of sharing across the organisation
Exploring Corporate Strategy 8e, © Pearson Education 2008
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