Core competency analysis
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Core competency analysis
Introduction
Core competency can be defined as a harmonized combination of multiple resource and skills that distinguish a firm in the marketplace. �
Core competencies are the foundation of an organization’s competitiveness.
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Skills & knowledge base
Technical systems
Managerial systems
Values & norms
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Core competencies
Competitive advantages
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Favorable conditions compared to rivals
Limited scope and short term measure
Places company over rivals in one market
Specific set of skills or knowledge
Far-reaching scope and long term measure
Allows company to gain presence in multiple markets
Core competencies
Competitive advantage
Long-term success
+
=
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Pre-launch competency
Launch company
Life cycle management competency
Core competencies
Skills in creating scientific events
Skills in clinical development
Skills in management of sales force
Core �potential
Training skills for reps & internal staff
Knowledge reps
Perception of quality, safety, innovation on a corporate level
Perception of a leading company
Competitive advantage
Patient education
Product features such as effectiveness, safety, compliance, convenience
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Competency tree
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Competence 1
Competence 2
Competence 3
Competence 4
Leaves = End products
Branches = Core products
Trunk = Core business
Roots = Core competency
Business� 2
Business 1
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03
04
05
06
07
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Business �3
01
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Competency model
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Language
General
Specific
Structural complexity
Low
High
Multi-level leadership competency models
Professional or technical core competencies
Multi-level technical or professional role based competencies
Core competency models
Technical or professional role based competencies
Value-based competency models
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Selection process
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Your mission & vision statements
Understand your �business
Draft your core
competencies
Validate your core
competencies
Preach the core
competencies
Implement the core
competencies
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Core competency analysis
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If you already have a core competency
You have no core competencies but have identified potential ones
You have not identified any existing or potential core competencies
Identify how to develop and improve each core competency
Identify which core competency it makes sense to invest in and develop
Involve more people in the discovery process, such as customers or outside facilitator
Situations
Actions
1
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Core competency analysis
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Situations
Actions
Existing core competency
Potential core competency
Existing core competency
Potential core competency
Existing core competency
Potential core competency
Identify how to develop and improve each core competency
Identify which core competency it makes sense to invest in and develop
Try again, this time involve more people in the discovery process, such as customers and outside facilitator
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Attributes
Business knowledge
Organizational �skill
Technical skills
Risk management
Management skills
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Core competencies
Attributes
Business knowledge
Organizational skills
Technical skills
Risk management
Management skills
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Competency to product company comparison
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Core competencies
Core products
End products
Ability to miniaturized
consumer electronics
Portable music device
Product name A
Indexing technologies &
large-scale hardware
Cloud based productivity tools
Product name B
Strong brand and
taste-making “authority”
Easy plug-and-play
web design tools
Product name C
Company A
Company B
Company C
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Competency to product company comparison
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Core competencies
Core products
End products
Ability to miniaturized
consumer electronics
Portable music device
Product name A
Indexing technologies &
large-scale hardware
Cloud based productivity tools
Product name B
Strong brand and
taste-making “authority”
Easy plug-and-play
web design tools
Product name C
Company A
Company B
Company C
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Competency to product company comparison
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Core competencies
Core products
End products
Ability to miniaturized
consumer electronics
Portable music device
Product name A
Indexing technologies &
large-scale hardware
Cloud based productivity tools
Product name B
Strong brand and
taste-making “authority”
Easy plug-and-play
web design tools
Product name C
Company A
Company B
Company C
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Core competency development progress
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Define internal capabilities that are strategically positioned to deliver sustainable value.
Compare with other companies with similar capability to ensure development of key competencies are targeted.
Perform a core competency review throughout the organization and evaluate its strengths and weaknesses.
Establish a roadmap for the organization thereby setting goals for competence building.
Promote all-inclusive participation in development of core competencies across the organization.
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2
3
4
5
68%
30%
65%
70%
25%
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Leadership core competencies
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Managing projects
Managing people
Managing programs
Leading organisation
Managing self
Integrity/honesty interpersonal
Skills continual learning
Integrity/honesty interpersonal
Skills continual learning
Integrity/honesty interpersonal
Skills continual learning
Core leadership competencies
Project
Supervisor
Manager
Executive
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Company core �competencies
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Financial management
Strategic planning
Information governance & records management
Vendor
Management
Cross-functional alignment
Knowledge management
Litigation support & IP management
Technology�& process support
Service delivery�& alternative support model
Data
Analytics
Communications
Organizational design, support & management
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Testing core competencies
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Criteria
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Does it provide customer benefits?
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Is it difficult to imitate?
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Can it be leveraged widely?
Competency 1
Competency 2
Competency 3
Competency 1
Competency 2
Competency 3
Competency 1
Competency 2
Competency 3
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Core competencies analysis
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Ability to produce cutting edge and trend-setting designs
1
target high-value low-maintenance customers with database technologies
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Quality management programs for design and manufacturing
3
Respond rapidly to competitive product launches
4
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Core competency table analysis
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Competencies | Description | Importance | Defensibility | Comp strength |
What are our key strengths (technologies, assets, business model, capabilities etc.) ? | What does this competency allow us to do ? | How strategic is it for the future? (1=Low; 10=High) | Can competitors copy it? (1=Easy; 10=Hard) | 15+ = strategic capability & likely differentiator |
| | 10 | 5 | 15 |
| | 4 | 2 | 6 |
| | 2 | 4 | 6 |
| | 1 | 10 | 11 |
| | 1 | 1 | 2 |
| | 1 | 1 | 2 |
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