Center Competencies

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Motivation. Skills definedBrainstorming competenciesThe aggressive expanded corporationExercise: recognizing capabilities Strategic construction modeling. What are center abilities?. Center abilities are the aptitudes, attributes, and resources that set your organization separated from contenders. They are the fuel for advancement and the bases of upper hand..

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Center Competencies Steven Forbes Marriott School November 2005

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Agenda Competencies characterized Brainstorming skills The focused expanded organization Exercise: recognizing abilities Strategic design

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What are center capabilities? Center capabilities are the abilities, qualities, and resources that set your organization apart from contenders. They are the fuel for development and the underlying foundations of upper hand.

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The old idea of the broadened enterprise is an arrangement of key specialty units (SBU's) inside a comparable item or client class. Each's SBU will probably put aggressive items on the rack today . Today's partnership must keep up aggressiveness by creating center capabilities. These abilities decide the key design of the firm. Skills must convert into center items, which altogether add to the association's finished results. SBU's Vs. Center Competencies

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Competencies Do Not Mean: Outspending contenders on innovative work Cost sharing among SBU's Vertical coordination

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What expenses are included in growing new items if your market requires consistent development? The main organization that may escape with an absence of development is one that fabricates hot seats for government contracts. Imagine a scenario where you could scale down anything. What then would it cost to grow new items? What items would you make? Conceptualizing Exercise

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The Diversified Corporation

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Why Competencies? Indeed, even great showcasing wont make a "me as well" firm focused over the long haul. Skills are upgraded with time. Settle on or purchase choices are improved. Non-skills can be supplemented with key unions and permitting assentions.

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Competencies to Core Products Core items are the substantial proof of our center capabilities. They are key givers to the client formal got from the finished result. Honda: Small gas motors Canon: Desktop laser printer motors 3M: Adhesives and substrates

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From these center items come the new key specialty units. These SBU's can be in totally isolate markets. These organizations each have finished results that contain the center items. In each SBU, outsourcing might be considered for everything with the exception of the center items and skills.

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Real World Example: Every finished result offered by Canon has no less than one center item that makes a critical commitment to the apparent client regale.

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Manufacturing Share With center items, the concentration shifts from piece of the overall industry to assembling offer. Matsushita claims Panasonic, JVC, and others. Their image share for VCR's is around 20%. Their reality producing offer of VCR parts is 45%.

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Exercise: Identifying Your Core Competencies Compile a rundown of abilities. What do you exceed expectations at? Think about your most talented workers. What items have been your past victors?

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Be Realistic "Few organizations are probably going to construct world authority in more than five or six key abilities" -(HBR 1990)

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Now the Test Does this skill give potential access to a wide assortment of business sectors? Does this ability make a noteworthy commitment to the apparent client event of the final result? Is this capability troublesome for contenders to emulate?

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Variety of Markets What do little card mini-computers, take TVs, and advanced watches have in like manner? They are all the consequence of Casio's know-how in scaling down, chip plan, material science, and ultrathin exactness packaging.

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Customer Benefit Do these abilities add to the apparent client formal of the finished result? Fit this in your pocket.

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Easy to Imitate? Philips is a market pioneer in TVs. Have you ever observed a Philips smaller than normal TV? Scaling down is not one of Philips skills. They could put one available by outsourcing the outline and creation. Would this give them any assembling offer? Alternately simply brief piece of the overall industry?

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So What? On the off chance that you don't realize what your center capabilities are, you may turn off a specialty unit that contains your most aggressive abilities, representatives, or center items. Long haul system includes steady advancement. Center capabilities give a market position that permits an organization to impact what items will be accessible later on.

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Strategic Architecture A organization's future is dictated by it's center capabilities. These skills characterize the engineering and qualities of the worldwide aggressive firm.

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Boundaryless Organization In the old differentiated partnership, thoughts and innovations are reluctantly shared starting with one SBU then onto the next, if by any stretch of the imagination. Limits appear to be straightforward when SBU's share center abilities and center items. These assets originate from the firm.

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Resource Allocation When center skills are the underlying foundations of the firm, particular representatives and center items can be apportioned to different SBU's. At Canon, particular workers move amongst camera and printer items frequently.

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Innovation Using center skills, new advances can be produced without overwhelming R&D costs. Casio: Small-screen LCD TV Canon: Personal copier Komatsu: Underwater remote-controlled bulldozer Honda: Off-street surrey Sony: 8mm camcorder

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Competence Building The concentration of today's worldwide firm ought to be in ability building. Always enhancing abilities accommodates new coordinated advances. Capabilities give center to long haul objectives.

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Short-term piece of the overall industry can be won by anybody with a smart thought. Race to get items on the rack. Long haul achievement includes competency organized associations, development, and market consistency. Same center items, coordinated into new finished results, making new markets. Upper hand

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Summary Learn your abilities Develop your skills Structure your association around your capabilities Involve center items in all finished results Outsource non-abilities with vital partnerships and authorizing.

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Readings Gary Hamel and C. K. Prahalad, (1990) "The Core Competence of the Corporation", Harvard Business Review , vol. 68, no. 3, May-June 1990, pp 79-93. Galunic, D.C. what's more, Rodan, S. (1998). "Resource recombinations in the firm: learning structures and the potential for Schumpeterian innovation". Vital Management Journal vol 19. p. 1193-1201. Mascarenhas, B., Baveja, An., and Jamil, M. (1998) "Dynamics of Core Competencies in Leading Multinational Companies", California Management Review , vol 40, no. 4, pp. 117-132. "Core Competencies." QuickMBA . Web Center for Management and Business      Administration, Inc. 18 Nov. 2005 <http://www.quickmba.com/system/     core-abilities/>. Gamonal, Paula. "Core Competencies Working Smarter, Not Harder." Ravenwerks . Ravenwerks. 21 Nov. 2005 <http://www.ravenwerks.com/initiative/     core_competencies.htm>. "strategy - center competencies." Tutor2u . Tutor2u. 16 Nov. 2005      <http://www.tutor2u.net/business/procedure/core_competencies.htm>.

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