edf40wrjww2CF_PaperMaster:Desc
Building ur company vision
SWOT
Michael porter model http://www.buzzle.com/editorials/5-5-2004-53754.asp
http://www.citehr.com/6865-michael-porters-diamond-theory-its-application.html
Value chain
What is strategy
Strategy under uncertainity
Core competencies
Evolution and revolution as org grow
Growth options
Diverse & divest
What leaders really do
What leaders do
What makes a leader?
Developing Core Competencies
According to Prahalad and Hamel, core competencies arise from the integration of multiple technologies and the coordination of diverse production skills. Some examples include Philip's expertise in optical media and Sony's ability to miniaturize electronics.
There are three tests useful for identifying a core competence. A core competence should:
1. provide access to a wide variety of markets, and
2. contribute significantly to the end-product benefits, and
3. be difficult for competitors to imitate.
Core competencies tend to be rooted in the ability to integrate and coordinate various groups in the organization. While a company may be able to hire a team of brilliant scientists in a particular technology, in doing so it does not automatically gain a core competence in that technology. It is the effective coordination among all the groups involved in bringing a product to market that results in a core competence.
It is not necessarily an expensive undertaking to develop core competencies. The missing pieces of a core competency often can be acquired at a low cost through alliances and licensing agreements. In many cases an organizational design that facilitates sharing of ...