Core Competence Model

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With ubiquitous Disruption threatening the technology infrastructure and Operating Models of organizations on a consistent basis, it’s an unrelenting challenge for senior leadership to create an enterprise proficient in introducing offerings in line with customers’ requirements and of desirable utility.  This can only be possible by developing competencies compulsory to innovate premium-quality offerings that are hard for the rivals to create.

Core Competencies are defined as the collective organizational knowledge integral to produce market-winning product or service offerings.  Specifically, Core Competencies necessitate coordinating diverse manufacturing skills and incorporating several technology streams to develop end products.  The ability of senior leaders to recognize, foster, and take advantage of the Core Competencies critical for growth is a real metric of their proficiency in this digital age. 

Creation of Core Competencies involve across-the-board interaction, participation, and dedication.  To achieve this, experts suggest inculcating a thinking of organization as something more than a gamut of separate departments.  It also necessitates unification of sourcing strategies.

Introduced by Prahalad and Hamel, two renowned business academics, the Core Competency concept laid the foundation for how a modern organization should operate and how it should outsource.  The model warrants a leadership mindset that considers the organization much more than a pool of separate Strategic Business Units (SBUs). 

The model enables the management to make business and market needs their center of attention, and ascertain in-house functions—vital for Business Continuity—and non-core functions appropriate for outsourcing.  The theory assists in creating amazing offerings at a rate faster than the competitors, by employing Core Competencies across the entire organization’s portfolio of technologies and production capabilities.  The emphasis of the Core Competence Model is on applying together personal, shared, and applied learning, capabilities, and behaviors.  

The Core Competence Model benefits the organization by creating a collaborative culture of shared values, knowledge and learning, and enables a feeling of community with the partners and customers. 

The Core Competence Model comprises of 4 key variables:

1. Resources
2. Capabilities
3. Competitive Advantage
4. Strategy

Let’s delve deeper into the details of these key variables.

Resources

The foremost variable pertains to the sources integral for the creation and procurement of competencies and technologies.

Capabilities 

The next variable evaluates the opportunities available to build Core Competencies.

Competitive Advantage 

The third variable involves overcoming the challenge to achieve the maximum potential market share of core products.

Interested in learning more about the key variables of the Core Competence Model? You can download an editable PowerPoint on the Core Competence Model here on the Flevy documents marketplace.

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"Strategy without Tactics is the slowest route to victory. Tactics without Strategy is the noise before defeat." - Sun Tzu

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