Core Competence
(Hamel Prahalad)

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Estratégia de Inside-out. Explanação do Core Competence de Hamel e de Prahalad.

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 de Core Competence   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?...           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!!)....         Veja mais 1 mais tópicos Iniciar um novo tópico

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Melhores Práticas - Core Competence Premium   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 Premium   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

Recursos - Core Competence Premium   Notícias Core Competence         Notícias Competence Prahalad         Vídeos Core Competence         Vídeos Competence Prahalad         Apresentações Core Competence         Apresentações Competence Prahalad         Mais Core Competence         Mais Competence Prahalad

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

Retorne a o centro de a gerência: Mudança e Organização  |  Recursos Humanos  |  Conhecimento e Ativos Intangíveis  |  Introduzir no mercado  |  Estratégia

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