Core Competence[핵심역량]
(Hamel Prahalad)

지식 센터

   

안에서 밖으로의( 전략. Hamel와 Prahalad의 핵심역량의 설명.

목차

  1. 요약
  2. 포럼
  3. 모범 사례
  4. Expert Tips
  5. 자료
  6. 인쇄

Core Competence[핵심역량]하멜과 프라할라드의 핵심역량모델은 기업의 조직이 갖고 있는 핵심 강점을 고려하여 전략프로세스를 시작하는 기업전략모델이다.


인사이드아웃 기업전략

아웃사이드인 접근은 (Porter의 5 Forces 모형과 같은) 시장, 경쟁 그리고 고객을 전략 프로세스의 출발점으로 둔다. 핵심역량모델은 이와는 반대의 경우다. 경쟁력은 경쟁사보다 좀 더 빠르게, 좀 더 낮은 가격으로 핵심역량을 구축하는 능력으로부터 나온다. 핵심역량은 기대치 않았던 제품들을 만들어낼수도 있다. 경쟁우위의 진짜 원천은 기업의 전반적인 기술과 생산능력을 역량을 강화하는 경영진의 능력에서 찾아져야 한다. 이를 통해 개별적 사업단위들은 변화하는 환경에 신속히 적응할 수 있다. 핵심역량은 구체적이고, 본질적이고, 통합적이고, 응용되는 지식,기술,태도 등의 다양한 조합이 될 수 있다.


1990년 논문"The Core Competence of the Corporation"에서, 프라할라드와 하멜은 기업전략에 대한 실용적인 접근법으로 포트폴리오 관점을 버린다. 그들의 관점에서 볼때, 전략적 사업단위에 우선을 두는 것은 분명히 시대착오적인 것이다. 하멜과 프라할라드는 기업은 공유된 핵심역량을 중심으로 구축되어야 한다고 주장한다. 비교: Horizontal Integration [수평적 통합].


사업단위는 핵심역량을 활용하고 더욱 더 개발해나가야 한다. 기업의 중심은 또다른 조직의 군더더기가 되어선 안되며, 반드시 역량구축의 프로세스를 이끌 전략구조(strategic architecture)를 명확히 함으로써 가치를 증가시켜야만 한다.
 

핵심역량을 확인하기 위한 3가지 테스트

  1. 폭넓은 시장에 잠재적인 접근이 이뤄지게 하라.
  2. 고객이 인지한 제품의 혜택에 중대한 기여를 하는 것을 만들어라.
  3. 핵심역량은 경쟁사가 모방하기 힘든 것이어야 한다.

핵심역량의 구축

핵심역량은 지속적인 개선과 강화 프로세스를 통해 구축된다(비교: Kaizen[카이젠, 개선기법]). 그것은 기업전략의 초점이 되어야한다. 이 수준에서, 목표는 디자인과 어떤 특정 제품군의 기능 개발에서 전세계적으로 선도자가 되는 것이다. 최고 경영진은 조직의 불필요한 군살이 되어선 안되며, 반드시 역량구축의 프로세스를 이끌 전략구조를 명확히 함으로써 가치를 증가시켜야만 한다.
 

일단 최고경영진이 (전략적 사업단위 관리자의 도움으로) 모든 가능한 핵심역량을 확인한 후, 사업부로 하여금 핵심역량과 연관된 프로젝트와 인력을 확인하도록 해야한다. 기업의 감사는 핵심역량과 관련된 인력의 부서, 인원, 자질등을 감사해야 한다. 핵심역량의 보유자들(carriers)은 자주 모여서 아이디어를 공유해야 한다.


핵심역량의 경직?

핵심역량이 경직되지 않도록 주위가 필요하다. 기업의 역량은 학습하기 어렵고, 또한 학습하지 않는 것도 어렵다. 하나의 역량을 키우기위해 노력하지 않는 회사는 때때로 새로운 시장의 환경이나 수요를 무시한다. 그들은 과거에 만들어놓은 선택에 갖혀 버리게 될 위험에 있는 것이다.


전자 논문(E-Article): C.K. Prahalad, Gary Hamel - The CC of the Corporation -

참고도서: Michael Goold, Andrew Campbell - Corporate-Level Strategy -

참고도서: C.K. Prahalad, Gary Hamel - Competing for the Future -


핵심역량 포럼
  People are our Greatest Asset
How practical are Prahalad and Hamel (1990) when they suggest that the general managerial epithet, people are our greatest asset is a tired clich?...
     
 
  Is There Any Difference Between a Competence and a Competency?
Is there any difference between an organizational / strategic competence and a competency? In other words are competences the same as competencies?...
     
 
  Competences versus Core Competences versus Resources
What is the relationship between competences, core competences and resources?
I'm a bit confused right now......
     
 
  How Does a Core Competence add Value?
What can core competences do and how to they add value to and within the organisation? Please share your thoughts and references / ideas. Thank you!...
     
 
  Financial Valuation of a Core Competence
How can a firm determine the financial valuation of individual CCs? How can we measure the value of a core competence?...
     
 
  Defining New Services / Capabilities
How can we come up with ideas to develop new services, based on current internal strength of existing services and capabilities?
What techniques can be used? Please share your thoughts, thank you for your ideas......
     
 
  Core Competency versus Corporate Competency?
Is there any difference between core competency and corporate competency?
If yes, then please explain....
     
 
  Core Competences and Porter's 5 Forces
Core competencies are like one pole of a magnet, opposite poles always attract each other. The other pole is customer's expectation's or the gap filling.
How you use your CC's with ref to Porter's Five Forces is also important....
     
 
  Leadership & Core Competence
Resources that might be easily available will not enable a business to achieve a competitive advantage over rivals. If a core competence yields a long term advantage to the company, it is said to be a sustainable competitive advantage.
Good lead...
     
 
  Core Competency Should be Challenged
A Core Competency should be difficult for competitors to imitate. But I would like to add that it should also be challenged from time to time by the competitors. Otherwise it will fail to deliver desired results. History says innovation is important ...
     
 
  Core Competences Change due to ICT
(In what way) Did core competences change after the ICT evolution?...
     
 
  Examples of Core Competences
Here are few examples of Core Competencies you frequently see in literature on CCs:
Apple: user-friendly design of electronic consumer devices
Intel: innovative design and manufacturing of computer processors
Honda: building very effic...
     
 
  CC as an Organisational Trait(s)
Try to define your organisation's Core Competency and you find yourself with the same problem as trying to identify your son's talent! He may be a good runner, but, not good enough.
Many companies do a lot of activities exceedingly well and stil...
     
 
  Outside- in vs. Inside-out
I think the debate on the wisdom of an "outside- in" vs. "inside-out" approache is misplaced. CC is clearly the latter but unless you match your CC with market opportunities, CC will not yield desired results....
     
 
  The Virtual Company and Core Competences
It's interesting to consider a Virtual Business when you are thinking about Core Competences:
1. The Virtual Company focuses as much as possible / entirely on its own Core C...
     
 
  Integrating the Core Competence
Having identified the core competence of the organisation, the real challenge - particularly in knowledge intensive organisations - lies ahead in integrating it with the competences of its people so as to enhance the overall organisational capability...
     
 
  Utilizing a Core Competence
Once an organization has defined its Core Competence, finding or creating new markets to leverage the CC becomes a crucial task. Who can give some advise or suggest a generic method how such markets can be discovered? Please share your experiences....
     
 
  Is CC REALLY Different from FF?
The trouble with this article and concept is that it begins by suggesting that CC is opposite to Porter's FF approach in that it places CC at the start as opposed to FF which places market, competition and customer first. Then you read down to the "T...
     
 
  Why Protect Core Comp
Why a firm has to ensure it's CC hard to imitate? the whole market should be aware about a firm CC and the firm should use it in thier marketing activities for branding its culture, it's like using the ISO (I think!!)....
     
 

핵심역량 시그(SIG)


시그(SIG)

핵심역량 교육 및 이벤트


교육, 세미나 및 이벤트 찾기


모범 사례 - 핵심역량 프리미엄
  Identifying a Core Competence
How can a firm identify its CC?...
     
 
  Imitation of Core Competence
How can a firm ensure that its core competence(s) are hard to imitate?...
     
 

Expert Tips (ENG) - Core Competence 프리미엄
 

Developing Core Competencies

In order to develop core competencies, a company should:
- Isolate its key abilities and develop and improve them into organization-wide strengt...
Usage (application) : Strategy
 
 
 

Uses (Advantages) of Core Competencies

Core competencies are capturing the collective learning in an organization and can be used to:
- Design and develop competitive positions and str...
Usage (application) : Strategy
 
 
 

Customer Centricity: Success Factors for Customer Intimacy

Customer / Consumer Centricity (CC) is a frequently used concept used by companies to achieve competitive advantages. It is often believed that CC can...
Usage (application) : Value Disciplines, Customer Strategy, Customer Intimacy, Customer-oriented, CRM
 
 
 

A Corporate Theory: Long-term Handhold and Guidance in Turbulent Times?

According to Professor Todd Zenger, companies should focus less on competitive advantage (this isn't what really interests stock markets). Instead cor...
Usage (application) : Inside-out Corporate Strategy, Corporate Visioning
 
 
 

Qualities of Core Competences

According to Gallon, Stillman and Coates, core competencies are 'aggregates of capabilities, where synergy is created that has sustainable value and b...
Usage (application) : What is a Core Competence and What isn't?
 
 
 

The Key Role of the Strategy Competence in Creating Sustainable Competitive Advantage

Most organizational performance theories assume that there are certain best practices, or best ways that are needed to outperform your rivals.
...
Usage (application) : Business Strategy, Corporate Strategy, Competitive Advantage, Strategy Education
 
 
 

How to Change a Firm's Core Business?

Chris Zook recommends 7 steps:
1. Define the core.
2. Assess the core's full potential and the durability of its key differentatiation. Usage (application) : A 7-Step Process
 
 

자료 - 핵심역량 프리미엄
 

뉴스

핵심역량
     
 

뉴스

핵심역량 prahalad
     
 

영화

핵심역량
     
 

영화

핵심역량 prahalad
     
 

프리젠 테이션

핵심역량
     
 

프리젠 테이션

핵심역량 prahalad
     
 

핵심역량
     
 

핵심역량 prahalad
     

핵심역량 관련개념 :  Resource-Based View [자원기준관점]  |  Blue Ocean Strategy [블루오션전략]  |  Outsourcing [외주]  |  Delta Model [델타 모델]  |  Vertical Integration [수직적 통합]  |  Porter  |  Strategic Types [전략 형태]  |  Parenting Advantage [양육우위]  |  4 Trajectories of Industry Change [산업변화의 괘적모델]  |  Forget Borrow Learn 모형  |  양육 형태  |  Experience Curve [경험 곡선]  |  BCG 매트릭스  |  Growth Phases [성장단계모델]  |  Distinctive Capabilities [독특한 능력]  |  Organizational Configurations [조직의 유형]  |  Management Buy-out[MBO, 내부경영자인수 방식]  |  Acquisition Integration Approaches[인수통합 접근법]  |  Co-Creation [코크리에이션, 소비자연계가치창조]  |  Strategic Intent [전략적 의도]


다른 페이지로 이동: Change & Organization [변화와 조직]  |  인적 자원  |  지식과 무형자산  |  마케팅  |  전략


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