Core Competence
(Hamel Prahalad)

Centro de Conhecimento

O modelo do Core Competence de Hamel e de Prahalad é um modelo corporativo da estratégia que comece o processo da estratégia pensando sobre as forças do núcleo de uma organização.

Inside-out Corporate Strategy

O abordagem de Outside-in (tal como o modelo de Five Forces do Porter) coloca o mercado, a competição, e o cliente no ponto começar do processo da estratégia. O modelo do Core Competence faz o oposto indicando que a longo prazo, o competitiveness se deriva de uma abilidade de construir mais speedily um Core Competence, em um custo mais baixo e do que concorrentes. O Core Competence pode resultar em produtos unanticipated. As fontes reais da vantagem devem ser encontradas na abilidade da gerência de consolidar tecnologias e habilidades corporativo-largas da produção nas competência, com que os negócios individuais podem se adaptar rapidamente às circunstâncias em mudança. Um Core Competence pode ser toda a combinação do conhecimento, de habilidades e de atitudes específicos, inerentes, integrados e aplicados.

Em seu artigo “The Core Competence of the Corporation” (1990), Prahalad e Gary Hamel demitem o perspective do portfolio como um abordagem viable à estratégia corporativo. Em sua vista, a primazia do Business Unit estratégico é agora claramente um anachronism. Hamel e Prahalad argumentam que um corporaçõ deve ser construído em torno de um núcleo de competences compartilhados. Compare: Horizontal Integration.

As unidades de negócio devem usar-se e ajuda para desenvolver mais mais o centímetro cúbico. O centro corporativo não deve ser justo uma outra camada de contabilidade, mas deve adicionar o valor articulando a arquitetura estratégica que guia o processo do edifício do competence.
 

Três testes para identificar um Core Competence

1. Fornece o acesso potencial a uma variedade larga dos mercados.
2. Faz uma contribuição significativa aos benefícios do produto como percebida pelo cliente.
3. Um centímetro cúbico deve ser difícil para que os concorrentes imitate.

Construindo um Core Competence

Um Core Competence é construído com um processo da melhoria e do realce contínuos (compare: Kaizen). Deve constituir o foco para a estratégia corporativo. Neste nível, o objetivo é construir a liderança do mundo no projeto e no desenvolvimento de uma classe particular da funcionalidade do produto. A gerência superior não pode ser justa uma outra camada de contabilidade, mas deve adicionar o valor articulando a arquitetura estratégica que guia o processo do edifício do competence.
 

Uma vez que a gerência superior (com a ajuda das gerente de Strategic Business Units) identificou um Core Competence compreensivo, deve pedir negócios para identificar os projetos e os povos que são conectados pròxima com ela. Os revisores de contas corporativos devem executar um exame oficial dos livros contábeis da posição, do número, e da qualidade dos povos relacionados ao centímetro cúbico. Os portadores do centímetro cúbico devem ser trazidos junto freqüentemente compartilhar de idéias.

Rigidezes do núcleo?

Cuidado deve ser tomado não deixou competência do núcleo tornar-se rigidezes do núcleo. Um Competence corporativo é difícil de aprender, mas ser difícil de unlearn também. As companhias que não pouparam nenhum esforço conseguir um competence, negligenciam às vezes circunstâncias ou demandas do mercado novo. Arriscam para ser travados dentro pelas escolhas que foram feitas no passado.

E-Artigo: C.K. Prahalad, Gary Hamel - The CC of the Corporation

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

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

Fórum Fórum de discussões sobre Competência Central. Abaixo você pode fazer uma pergunta sobre este tópico, compartilhar suas experiências, relatar um novo desenvolvimento ou explicar algo. Comece um novo tópico sobre Competência Central Compartilhe seu conhecimento aqui (ou faça uma pergunta)   Always link Strategy to CC Core competencies are the activities in which any organization does exceedingly well and they are always built over time. Therefore corporate strategies should be linked to CCs.... 12   1 comentários 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'... 8   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, competitio... 8   2 comentários 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... 7   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 desi... 6   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 cliché?... 5   2 comentários 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 a... 5   1 comentários 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... 4   3 comentários Core Competences Change due to ICT (In what way) Did core competences change after the ICT evolution?... 4   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... 4   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 c... 3   1 comentários 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?... 2   3 comentários Collaboration and CC How can a firm avoid that its core competence(s) are threatened when it is collaborating with other firms such as in demand chain collaboration or outsourcing?... 1   2 comentários The Role of AI in Core Competence Do you think Artificial Intelligence (big data, self-learning software, digital networks, algorithms) can be a core competence of certain firms like Google or Amazon? Do you think ANY firm will n... 0

Melhores Práticas Os tópicos mais bem avaliados sobre Competência Central. Aqui você vai encontrar as idéias mais valiosas e sugestões práticas. Why Protect Core Competence? Why should a firm ensure its core competence is hard to imitate? The whole market should be made aware about a firm's Core Competence (CC) and the firm should use it in their marketing/branding a... 33   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 companie... 26   3 comentários Identifying a Core Competence How can a firm identify its CC?... 24   5 comentários Imitation of Core Competence How can a firm ensure that its core competence(s) are hard to imitate?... 20   6 comentários Core Competency versus Corporate Competency? Is there any difference between core competency and corporate competency? If yes, then please explain.... 17   3 comentários 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 Competence (Typically M... 15   2 comentários 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 c... 13   3 comentários 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?... 9   3 comentários

Dicas de Especialistas Conhecimentos avançados sobre Core Competence (Inglês). Aqui você encontrará conselhos profissionais de especialistas. Developing Core Competencies Strategy In order to develop core competencies, a company should: - Isolate its key abilities and develop and improve them into... Uses (Advantages) of Core Competencies Strategy Core competencies are capturing the collective learning in an organization and can be used to: - Design and develop com... Customer Centricity: Success Factors for Customer Intimacy Value Disciplines, Customer Strategy, Customer Intimacy, Customer-oriented, CRM Customer / Consumer Centricity (CC) is a frequently used concept used by companies to achieve competitive advantages. It... A Corporate Theory: Long-term Handhold and Guidance in Turbulent Times? Inside-out Corporate Strategy, Corporate Visioning According to Professor Todd Zenger, companies should focus less on competitive advantage (this isn't what really interes... Qualities of Core Competences What is a Core Competence and What isn't? According to Gallon, Stillman and Coates, core competencies are 'aggregates of capabilities, where synergy is created th... The Key Role of the Strategy Competence in Creating Sustainable Competitive Advantage Business Strategy, Corporate Strategy, Competitive Advantage, Strategy Education Most organizational performance theories assume that there are certain “best practices”, or “best ways” that are needed ... How to Change a Firm's Core Business? A 7-Step Process Chris Zook recommends 7 steps: 1. Define the core. 2. Assess the core's full potential and the durability of its key...

Fontes de Informação Várias fontes de informação sobre Competência Central. Aqui você encontrará powerpoints, vídeos, notícias, etc. para usar em suas próprias palestras e workshops. Definition, Differences and Relationships between Resources, Capabilities, Competencies and Core Competencies Core Competencies Javidan (1998) has made a great contribution to answering the question for the relationship / differences between resour... A Service-Dominant Logic on the Firm Service-Dominant Logic, Perspectives on Marketing Presentation about a service-dominant logic mindset in marketing, including the following sections: 1. Getting the logi... Core Competence Short explanation Short article explains core competencies.... Porter's Industrial Organization Versus Barney's Resource Based View Business Strategy, Value Chain Management This presentation compares Porter's competitive advantage thinking with Barney's Resource Based View, focusing on how co... Core Competence Diagram Inside-out Strategy Download and edit this 12manage PowerPoint graphic for limited personal, educational and business use. Republishing in ... Perspective: Biography Prahalad (1941-2010) Developing a Broader Perspective towards the Ideas of Prahalad A short biography on C.K. Prahalad's career and ideas.... Core Competencies. What are They, Inventory and Test Discovering Core Competencies In this presentation, the concept of Core Competencies is explained, following the next points: - Importance of core co...

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Compare com o Core Competence:  Resource-Based View  |  Blue Ocean Strategy  |  Outsourcing  |  Delta Model  |  Vertical Integration  |  Porter  |  Tipos estratégicos  |  Parenting Advantage  |  Quatro Trajectories of Industry Change  |  Forget Borrow Learn  |  Parenting Styles  |  Experience Curve  |  BCG Matrix  |  Growth Phases  |  Distinctive Capabilities  |  Organizational Configurations  |  Centralization e Decentralization  |  Management Buy-out  |  Acquisition Integration Approaches  |  Co-Creation  |  Strategic Intent

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