The existing terms “competence” and “competence” somewhat repeat each other. Let's try to figure it out.

Company Competence- a set of characteristics of the company, which makes it professional at the level of competitors. Competence consists of individual competencies and as a whole is based on competitive and leading technologies. Each of the competencies is an element of general competence.

The term “competence” was coined by W. Makelville in 1982. According to Makelville, competence is a range of problems, a field of activity in which a given person has knowledge and experience; a set of powers, rights and obligations of an official, a public organization.

Company Competence (Business Competence)- a set of interrelated skills, abilities and technologies that provide the company with the effective solution of certain tasks, situations.

Company Standard Competence- a set of advantages, technologies, abilities, knowledge and skills that allows the company to solve typical tasks for this market segment, to carry out operational processes at the level accepted as a standard.

Since the majority of competitors have standard competencies, the lack of standard competencies leads to the company's rapid disappearance from the market.
Many standard competencies are confirmed by licenses and certificates.
Sometimes erroneously referred to as competencies company resources.

Key competencies of the company

For successful competition, it is necessary to formulate all the company's competencies and highlight the key ones.
key(distinctive, basic, exceptional, basic, unique, business competence) company competence(the term “critical success factor of a company” is also used, KFU) is such a competence, the presence of which allows a company to solve problems that are beyond the strength of most other market players, establishes new standard activities in the industry and thereby provides the owner competitive advantage.

According to G. Hamel and S. K. Prokhalad, the company should be perceived not as a set of its business units, but as combination of key competencies- skills, abilities, technologies that allow the company to provide its customers with certain values.

The key competence is the strategic potential of the company. operational management company (the ability to conduct business effectively) is a way to capitalize on the potential.

Signs of key competence:

significance for consumers, their willingness to pay for the competence as for the greater part of the acquired value;
the ability to change and adapt to new market requirements;
uniqueness, low probability of repetition by competitors;
based on knowledge, not on coincidence
association with multiple activities or products;
relevance, compliance with the strategic aspirations of the market and the company;
the possibility of partnership to create a new key competency;
clarity, accessibility of the formulation of competence for unambiguous interpretation.

Key competencies can be:

knowledge of the needs of the market and the ability to regularly receive this knowledge;

the ability to put into practice the proposals required by the market;

the ability to continuously build and develop their core competencies.

Why does a company need a core competency?

When done right, core competencies lead to the creation of unique products, provide the company with superiority in entering new markets and significant advantages in solving problems that will become a field of fierce competition.
In a competitive environment, companies strive to protect core competencies in order to maintain a competitive advantage.
A timely understanding of a core competency paves the way for long-term market leadership, and the leadership gained, in turn, requires focusing efforts on a core competency.

Personal competencies, their differences from business competencies

Also exists personal (individual) competence- 1. a set of personal properties acquired and fixed by an individual (employee) in the course of training and / or labor activity; 2. the set of knowledge, skills and abilities required for each position.

Objects of personal competencies - employees, positions. Such competencies (key qualifications, soft skills) of employees, as a rule, are a logical consequence of the company's key competencies, business strategy and the business processes that ensure their implementation.

The development of models of personal competencies is carried out by NDT departments and their contractors. Our site does not develop personal competencies.

Is it necessary to review the core competencies of the company?

Textbook examples of key competency revisions are well known.
Honda, having once changed the key competence of “production of motorcycles” to “production of internal combustion engines”, has become exactly the Honda that the whole world knows today.

SKF, by changing its core competency “ability to manufacture rolling bearings” to “ability to manufacture objects of ideal spherical shape”, has opened up new possibilities for their application in sound and video recording, precision mechanics and optics, and other industries.

How to identify a core competency

One way to define a company's core competencies is through identifying key customers, the nature of their needs, and the company's role in meeting those needs. This method allows a customer-oriented company to get an answer to the question “What should we do today and tomorrow to meet customer needs?”

However, sometimes this approach makes it impossible to identify a company's distinctive competencies (example is Sony with its products far ahead of market needs). Identifying distinctive competencies is not just an analysis of strengths; it requires the managerial intuition of the business owner. The statement of competence should be clear, but general enough to remain relevant for a long time.

Your company's specialists can define their key competencies on their own or together with the PUNICATION MARKS bureau.

Term "key competencies" became widely known after the publication of the works of G. Hamel and K. Prahalad. They give it two definitions.

The first is “the skills and abilities that enable a company to deliver fundamental benefits to consumers.”

The second is a set of skills and technologies, the knowledge and experience accumulated by the organization, which become the basis for successful competition.

The competence of the company appears as a result of long-term work, careful selection of personnel, accumulation of the necessary knowledge and skills, organization of collective work to achieve high productivity.

When all these indicators reach a sufficiently high degree, we can say that the company has moved to a higher level of quality, because. at the same cost, knowledge and experience have been transformed into true competence, turned into a competitive opportunity that consumers have noticed.

Features of key competencies

A specific key competency is always individual, because is present only within the framework of one business system with its own individual set of resources and abilities.

Key competencies for the company can be:

Knowledge of the needs of the market and the ability to regularly receive this knowledge;

The ability to put into practice the proposals required by the market;

The ability to continuously build and develop their core competencies.

Key competencies are created through good management labor resources, knowledge bases and intellectual capital, as well as by coordinating and combining the efforts of working groups, departments and external partners. At the same time, the competencies of the company must be flexible to ensure compliance with any market requirements.

Competitive advantage

Today, most companies have standard competencies, so they cannot become a guarantee of successful activity.

For successful competition, it is necessary to formulate a key unique competence that will allow the company, firstly, to solve problems that are inaccessible to most other market players, and secondly, to set a new standard of activity in the industry and thereby ensure competitive advantage.

Competitive advantage is understood as a set of company characteristics that allow, at lower costs than competitors, to produce goods that are of greater value to the consumer. There are many ways to achieve competitive advantage, including offering quality goods or services at low prices, high-quality goods at high prices, goods with the best combination of price and quality, consumer properties, service level, etc.

Factors that form a competitive advantage

Factors capable of providing a competitive advantage are divided into internal and external.

Internals include:

scale effect;
- experience effect;
- concentration effect;
- the effect of resource-saving technologies;
- synergy effect;
- effect of vertical integration.

The external ones are:

Improving the components of the value chain according to Porter;
- improvement of market segmentation;
- improvement of the components of the extended product concept.

Benefits of core competencies

A core competency has the following benefits:

Significant for consumers who are willing to pay for the competency as for the bulk of the acquired value;
- able to change and adapt to new market requirements;
- unique, it is unlikely that competitors will be able to repeat it;
- based on knowledge, not on coincidence;
- linked to several activities or products;
- relevant, because corresponds to the strategic aspirations of the market and the company;
- provides an opportunity for partnership to create a new core competency;
- clarity and accessibility of the wording of the competence allows for an unambiguous interpretation.

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Model (profile) of competencies

To date, the approach to, based on the concept of competence is the most common.

Competencies represent the personal characteristics of a person, his ability to perform certain functions, types of behavior and social roles, such as orientation to the interests of the client, the ability to work in a group.

Competencies include both individual characteristics (e.g. teamwork, creativity, communication) and skills (e.g. negotiation or business planning).

The latter definition to a greater extent reveals the concept of competence in terms of recruiting activities, since, as a rule, the assessment is carried out in two directions:

personal characteristics(behavioral competencies);
assessment of knowledge and skills in the professional field.

Such a distribution should not be considered as a classification of competencies, since each organization formulates its requirements for employees and groups competencies depending on the specifics of a particular position. The development (definition and formulation) of competencies for the employees of the organization is carried out on the basis of the organization's strategy. In this case, it is customary to talk about core competencies of the company.

Key competencies- these are competencies developed at the level of the organization, used to characterize and evaluate its employees, in particular for candidates for vacant positions.

1. Provide value to consumers. When attempting to identify core competencies, an organization should evaluate whether a particular skill contributes to the customer's perceived value, in other words, whether it allows this competence improve the quality and / or reduce the cost of the service / products provided.

2. To be distinctive that is, unique in its kind, difficult to reproduce by competitors.

3. Ensure the transition to tomorrow's markets. When defining key competencies, it is important to abstract from the qualitative parameters of the product and determine how the existing competencies can be used for production.

The process of forming an organization's competency model can be represented as a diagram shown in fig. 17. As can be seen from the figure, the formation of a profile of key competencies is one of the tasks strategic planning and management of the organization. The content of key competencies follows from the organization's development strategy.

Rice. 17. The scheme of formation of key competencies of the organization

The number of core competencies for different companies may vary. At the same time, their excessive detailing leads to difficulties in the assessment and selection of personnel (for example, in the presence of 50-100 competencies). Each developed competency should be maximally specifically formulated, because the same words, phrases, terms can be interpreted differently in different conditions.

For example, quite often there is such a requirement for candidates as communication skills. However, this term has many parameters.

An example of candidate requirements parameters:

Sociability:

Ability to quickly connect with strangers
Polite, friendly communication
The ability to convince
Ability to speak publicly
Constant desire to connect with people
Well delivered speech
Grammatically correct speech

Efremov V.S., Khanykov I.A.

The history of the development of economic systems has known several revolutions, and we are now entering one of them. The new era is called differently, they talk about new technologies and methods of management. Never before has the task of finding a competitive advantage been so acute - the very concept of hypercompetition speaks of the increasing dynamism of competitive relations. It became clear that the competitive advantage of the near future is knowledge and information. But how to identify this resource, how to develop and use it? How is the system of strategic planning and management changing? How applicable are the existing methods of analysis, what approaches can be determined to develop them and form new ones?

Economists tend to think in terms of economic activity and an economic entity, understanding the latter as an organization, that is, a form of collective expedient activity of individuals. At the same time, we traditionally recognize the existence of a kind of "new quality" for the organization, which is expressed in the disidentification of the organization itself from the people who make it up, and the realization of it as a new independent entity, the nature of which lies in understanding the essence of the synergy of the elements of the constructed structure.

The most important goals of the existence of any organization are continuity (non-cessation) of activities and progressive development. For a commercial organization, the third most important goal is to obtain economic benefits or commercial effect. Understanding strategy as "a course of action that determines a certain and stable line of behavior of an organization over a sufficiently long historical interval", commercial organization, operating in a competitive environment, sets itself the main task of ensuring a sustainable competitive advantage, the operation of which will be the key to the long-term and effective existence and development of the organization.

It was the task of finding the basis of such a competitive advantage that determined the selection strategic management from general science management, which is attributed to the mid-50s of the last century.

Relatively low rates of environmental change, limited information and access to discretely distributed factors - natural resources, new needs and markets, cheap labor force and capital, new technologies, etc. - set among the most important tasks the most complete analysis of the external environment, forecasting its changes and designing the organization in the best (in terms of efficiency) compliance with it.

Under these conditions, the so-called "planning school" developed. She used sophisticated long-term forecasting and planning tools to develop a strategy that would allow the company to match internal parameters with external variables as closely as possible and thus gain a competitive advantage. This is the so-called "prescriptive" approach to the formation of a long-term strategic plan, which depends to a large extent on the representativeness, consistency, homogeneity, comparability and accuracy of the data used in the calculations.

The expansion of organizations in the 1960s led to increased pressure on organizations from the external environment. The variability of external factors has reached a point above which adaptation to it by changing the original plan is simply ineffective. Then it was noted that the many "small" decisions that the organization constantly makes in accordance with external and internal conditions form a certain course of action, which is the strategy, by the reflexive method of "trial and error". This approach has been called "logical incrementalism". Among the main criticisms - insufficient attention to rational goal-setting by managers, the possible lag in the pace of "learning" of the organization from the dynamics of changes in the external environment, the too high cost of the "trial and error" method.

Further growth of organizations based on diversification, capitalization of economies of scale in terms of mass marketing and global demand was built on portfolio planning models. However, the macroeconomic instability of the 70s (oil crisis, rising interest rates, etc.), which revealed the imperfection of the existing long-term forecasting methods and their unacceptability in an unstable environment, contributed to the discrediting of these models.

The further development of strategic analysis models was based not on long-term forecasting, but on competition analysis and strategic positioning. The process of strategy formation was now driven by factors that were previously not taken into account at all in strategic analysis, such as, for example, the size of the company and the number of competitors. This made it possible to theoretically substantiate the receipt and use of a competitive advantage due to the correct positioning of the company in an attractive industry. Among the shortcomings of these approaches, static analysis was noted, excessive attention to the environment of the organization, and not to its internal abilities; to competition, but not cooperation.

Thus, it can be seen that the development of schools of strategic management followed the changes that took place in the environment, which affected both the productive forces of society and, consequently, the factors of competitive advantages, and the very essence of competitive relations - that is, such development itself occurred in accordance with "reflexive" model.

Therefore, today the relevance of a new look at strategic analysis has become especially apparent as a result of new fundamental changes in the environment, entailing a change in the entire philosophy of business, one of the names of which is globalization.

The wide availability of resources has made it impossible to gain a competitive advantage in exploiting the external conditions of the business. Strengthening the interpenetration and interdependence of the economies of developed and developing countries(in any combination) is noticeable to the naked eye not only in trade, but, more importantly, in the balance of payments as a whole - the markets have become international not only for goods, but also for production factors. The international specialization of labor and the distribution of production and technological chains and, as a result, the creation of a global mechanism for the formation of use value contribute to the further unification of business and politics.

A single global capital market, the result of the gradual unification of national trading floors, in which there is less and less opportunity for direct arbitration, makes everyone a hostage to events on the other side of the globe. Thus, the task of monitoring the environment, which is necessary for the preparation of strategic plans based on the methodologies of prescription, reflection and strategic positioning, has become much more complicated - all companies in the world operating in similar, adjacent and even different markets, with or without similar experience, can should be considered as potential competitors. The opening of national markets allows them to enter into direct competitive interaction at any time.

The full range of global opportunities is also available, but in a changing environment, organizations have nowhere to “anchor”. The ideology of analyzing the environment, competitors, predicting its changes and the dynamics of the conjuncture and, based on the data obtained, building an organization to extract the commercial effect from the use of opportunities is finally losing its relevance. Therefore, in search of a competitive advantage, organizations are increasingly looking inward, trying to identify in themselves those capabilities around which it will be possible to build a business space. Models of such analysis and planning have been developed by the school of resources, abilities and competencies for more than 10 years.

The urgency of the very formulation of such a problem is already due to the fact that the classical schools of strategic planning are not able to explain the existence of some business phenomena of the 90s. For example, Wal-Mart over the past twenty years has shown twice the profitability of its competitors; the profit of the American airline Soutwest Airlines showed a steady upward trend, while the losses of the entire industry as a whole amounted to about 10 billion US dollars (from 1990 to 1993); Nucor Steel shares rose steadily in value throughout the 80s and 90s, while the values of most steel producers either stabilized or fell. All three listed companies operate in traditional sectors of the economy in a mature market and, at the same time, were able, apparently due to the development of internal factors, to take a leading position. The tasks of identifying and using such factors are reflected in the development of resource-oriented strategic analysis and management, which have become an incubator of ideas about competencies and abilities.

Note that the disadvantage new school strategies - comprehensive, but removable, is a relatively young age, which is the reason for the underdevelopment of analytical models. As will be shown below, modern discussions between its followers do not go beyond the conceptual and terminological apparatus and general concepts, as well as only approaches to the formation of an analysis methodology. It is believed that the further development of the new school of strategy will resolve this problem, in particular, an attempt will be made below to present some ideas for filling the methodological vacuum.

Further, it is often noted that the analysis of the internal parameters of the organization underestimates the importance of the environment in the formation of competitive advantage. Below we will demonstrate the inconsistency of such remarks, at least in relation to some works in this area.

Before the history of the development of this direction of strategic analysis and management will be presented, it is important to mention that some authors note the emergence of the fifth school. Conditioned by the new realities of post-industrialism in industrialized countries, this school does not rely on competition, but on cooperation as the basis for the existence, development and prosperity of business. At the same time, the most effective organization Such cooperation between competitors is built precisely on the complementarity of the abilities and competencies of the participating organizations. Therefore, it is especially important to learn how to define competencies and abilities in order to achieve their optimal configuration within the partnership or alliance being created.

Historically, in the literature, various terms are used equally to refer to similar concepts - strengths, skills, competencies, abilities, organizational knowledge, invisible assets. Kenneth Andrews, for example, uses the term "distinctive competence" to define the kind of activity in which an organization excels. Prahalad and Hamel, in their seminal work, which largely determined the further development of this school of strategic management, use the term “core competency” to refer to the set of skills and technologies, the mass of knowledge and experience accumulated randomly by the organization, which becomes the basis of successful competition. . In order to emphasize the importance of "collective company learning", some works use the term "capacity" or "key capability" to refer to the specific dynamics of learning processes. All these terms are similar in that they refer to the unique abilities, knowledge, and established behavior patterns of an organization that are a potential source of its competitive advantage.

In fact, the idea that an organization's internal capabilities are an important component of competitive advantage is not new in itself and can be found in the early writings of the prescriptive school.

In 1957, with his book Leadership in Administration, Selznick was one of the first authors to point out that it is the internal factors of an organization, such as personnel or experience, that determine the likelihood of success in implementing a policy. Claiming that in business the past determines the present, namely that in the course of its development the organization develops a certain "character", which he called "distinctive competence", manifested through a set of "special abilities and limitations" contained in the "institutional system that develops over time affecting the organization's ability to formulate and adhere to certain strategies. At the same time, such a distinctive competence, which can be used in one type of activity, can play a restraining role and become “distinctive incompetence” in another, the art of management, according to the author, lies precisely in the ability to form the right opinion regarding the organization’s compliance with its task and strategy. As an example, we consider a company-workshop for the individual production of boats and yachts, whose management decides to start mass production of low-cost high-speed boats. The venture failed because the history and culture of the organization did not match the new challenges. Thus, Selznick concludes, the influence of internal social factors companies are as important, if not more important, than the state of the market.

This conclusion had a serious impact on many works on business strategy in those years, in which they began to emphasize that the development of a strategy and the search for new opportunities are unthinkable without the presence of internal abilities to implement decisions made, or at least the likelihood of their acquisition. Thus, in his book “Corporate Strategy” (Corporate Strategy), Ansoff (Ansoff) offers a template list of skills and resources, the so-called “competence grid”, which should be regularly compiled both for the company itself and for competitors in order to conduct a comparative analysis and identifying the relative strength of competitors in a given market. This analytical model allowed to justify strategic decisions, in particular, regarding business diversification.

A deeper search for opportunities to link organizational capabilities and external environmental factors was realized in the concept of extracting competitive advantage from the correlation of distinctive competencies and existing capabilities, described in the works of such well-known authors of the Harvard Business School as Learned, Christensen, Andrews and Guth (Learned, Christensen, Andrews and Guth). Guth) in the 1960s. A number of their publications have led to the emergence of widely famous model strategic analysis of strengths and weaknesses company, external opportunities and threats.

In the early 1970s, developments in this area of strategic management slowed down markedly. One of the reasons for this was the difficulty of practical assessment of the strengths and weaknesses of the company. In his study of the ability of companies, Stevenson concludes that among managers of the same company there is rarely a consensus about their own strengths and weaknesses, in particular, managers of higher levels of the hierarchy tend to overestimate strengths, while managers middle and lower management are often more pessimistic, and rare methodologies for identifying strengths and weaknesses are based on peer review.

On the other hand, the very foundations of strategic planning were questioned. In 1985, the Harvard Business Review published a publication by Robert Hayes, in which the author severely criticized the practice of strategy development that existed at that time, starting with goal setting, and only then solving the problem of determining how to achieve goals. “Plans should not be made in order to then look for ways to carry them out; instead, it is necessary to build capabilities and promote plans for their use.

Further, in his book Mobilizing Invisible Assets, Hiroyuko Itami also emphasized the need to build on a company's strengths or so-called "invisible assets", which have been defined as company attributes that have the potential to generate profits. , but not displayed in the balance sheet, such as: reputation, trademark, technical knowledge and experience, customer loyalty. The author emphasized the long-term nature of the source of competitive advantage formed by invisible assets.

Thus, for these authors, strategic analysis inevitably began with a consideration of the company's internal capabilities and resources. This approach was more fully reflected in the development of the resource school of strategic planning and management, which began in the 1980s.

The central theoretical premise for this group of authors was the concept of organization as an interconnection of specialized resources that are used to achieve a privileged position in the market, that is, a sustainable competitive advantage. The development of a company, in this case, is an ongoing process of acquiring, developing and expanding its resource capabilities, and since the course of development of each company is strictly individual, the resources available to companies are different. The strategy of each company, therefore, is formed with the aim of using exactly the set of resources that is available. Thus, the history of the organization, the accumulated experience, character and culture, strengths and abilities - all are factors that influence the formation of the strategy and determine its success.

This concept is applicable both at the level strategic units business, and at the level corporate governance. At the level of individual business units, competitive advantage is derived from the unique resources and capabilities inherent in a company that cannot be easily copied or acquired by competitors. At the corporate level, bundles of resources and abilities can be used in various types activities to produce a range of final products. Thus, the success of a corporate strategy is based on the accumulation of resources and capabilities and their exploitation in accordance with market conditions in the mode of creating business units.

As a result, the attributes of the company, its capabilities and resources become a more reliable anchor for both business and corporate strategy than changing environmental variables and market demands.

In general, the development strategy of an organization should follow in line with business development “as a way of expedient human activity aimed at obtaining a certain commercial benefit through the creation and implementation of consumer values demanded by society” . Since the systemic function of business is to transform the opportunities existing in the environment to meet social needs in order to obtain a commercial effect, the development of an organization should be based on the realization of the possibilities for the formation of its functional utility in the macrocosm.

The very existence of an organization is due to the demand for its function in the macrocosm. However, this function can be understood and evaluated only by representing the organization as an element of a macrosystem. From these positions, the tectocentric paradigm of classical theories of strategic planning, which asserts the importance of preserving the organization as a form of expedient collective activity of people, ceases to meet the challenges facing modern management theorists and practitioners.

Despite the complexity of the internal structure modern organization, its survival is not connected with the preservation established order, but with the performance and development of the system function, since "not every order is creative, but only the one that is expedient" . For branch strategic issues existence and development of the organization, it is advisable to introduce the concept of a business system, which is a special "system of relations within the organization, in its external environment, in the industry and in the market." The introduction of the concept of a business system and its use along with the concept of an economic system makes it necessary to shift the analytical focus. If the goal and criterion for the effectiveness of the functioning of the economic system is the satisfaction of social needs through the processes of production, distribution, exchange and consumption wealth, then the purpose of the business system is to obtain a commercial effect. And the satisfaction of social needs is only a means, but not a goal, and it is from these positions that the same processes of production, distribution, exchange and consumption of material goods are considered in the business system.

Generally speaking, a business system can also unite several organizations, insofar as the activity of each individual organization will fit into the execution logic and be an element of the system function of the entire business in the context of the business system. It becomes clear that in this case to analyze environment each individual organization becomes impractical, because the focus is shifting towards the environment of the entire business system as a whole, that is, the business space. The business space model is shown in fig. one.

Rice. 1. Business space model

For the purposes of further development of the methodology in this article, we will assume that the boundaries of the business system coincide with the boundaries of the organization, that is, that a separate organization is the carrier of the business system function. The issues of interorganizational cooperation within the business system, the problems of integrating consumer value chains are not taken out by chance: the basic tones will lay the foundation for a functional analysis of the business system, which, as it becomes more complex, will only acquire new projections, acquiring analytical models, the rules for constructing which and are offered below.

The content of the organization's function and the effectiveness of its implementation are laid down in the internal conditions of the organization, which are a combination of production, technological, financial, economic, socio-cultural, organizational, technical and administrative conditions. Modeling of internal conditions lays the fundamental basis for further analysis. Together with external conditions (economic, political and legal, sociocultural, technological), they determine the set of resources available to the organization, as well as the form and content of its business processes, which result in a product that satisfies social needs (see Fig. 2).

Rice. 2. Internal conditions of the organization

Classification of resources takes place on a qualitative basis. Allocate financial, physical, human and organizational resources. Financial resources include own and borrowed capital, retained earnings; physical resources include fixed assets: movable and immovable property, buildings and structures, machinery and equipment; human resources are made up of knowledge, experience, qualifications, the ability to make judgments and accept risks; organizational resources are not only history, reputation, established relationships, trust, but also internal organizational culture.

To denote business processes, we also propose to use the term "capabilities". Business process modeling is an independent branch of management science, the methods of which are largely borrowed from systems for designing production plants. Visually, a business process can be represented as a certain procedure, the organization and management of which, with the involvement of the necessary resources, makes it possible to obtain a certain result from the original object (see, for example, Fig. 3).

A business process, in the structural view, can have an unlimited number of attachments. It is easy to see that at the highest level of abstraction, this model reflects the system function of the business system as a whole. Increasing the detail logically leads to elementary indivisible works. "Ability" can be called a business process of any level. The semantic content of the concept of “ability”, which has developed in the schools of strategic planning, does not contradict the understanding of it as a business process. At the same time, the proposed identification allows us to use for the purposes of this analysis the widest range of existing tools for modeling an organization and business processes.

Rice. 3. Information representation of the business process

The organization thus has a large number of capabilities, the classification of which becomes a separate task. To simplify this task, you can use the business process classification model proposed by the American Quality Association (see Figure 4). In accordance with this classification, all business processes are either functional, that is, they directly form the content of the business system and the procedures for performing their function, or structural, that is, aimed at maintaining and developing the infrastructure of the business system, ensuring its own existence as such.

As a result of the serial-parallel execution of business processes (capacities) that make up a business system built in a certain way, the opportunities that exist in the business space are used to meet existing needs. It is the knowledge of how to deploy, organize and manage such a system and its elements that constitute “competencies” (Fig. 2).

Rice. 4. Classification of business processes

In general, the concept of "competence" can have two meanings: 1) the scope of authority granted by law, charter or other act to a specific body or official, and 2) knowledge, experience in a particular area. On the basis of the second basic meaning, we give the definition that "competence" is a special property of an information resource containing experience, knowledge and skills about the way of organizing and managing resources and business processes (organization's capabilities) to achieve the set goals, the bearer of which individually or collectively are workers. Competences also have a hierarchy in accordance with the hierarchy of abilities and the priority of the resources under their "management".

Using the capabilities of the organization leads to the addition of a certain share of use value to the final product, which appears as a result of their organized interaction. In general, business as a whole can be represented as a process of production of use values, as a sequence of consumption of some use values acquired on the supplier market, their transformation and the addition of new use value, followed by the realization in society of the final use value, wrapped in a product. It is the "interface" of the product that allows the internal capabilities of the business system to be perceived by the consumer (see Figure 5).

Rice. 5. The structure of the product as a market offer of the company

Competences, in turn, as some kind of internal knowledge, are inaccessible to the direct perception of the consumer, as, however, according to the results of research, and the managers themselves. They find indirect expression in the use value of the final product through the efficiency of the use of abilities and resources in a production and organizational system with a certain configuration.

A key competence is a higher-order competence involved in creating the greatest use value, which is a collective knowledge that allows organizing and managing the use of other competencies and abilities, thereby creating additional use value.

It is the complementarity of the use value created by the core competence that reveals its synergistic nature (see Fig. 6). At the same time, existing practically outside the dimensions of capabilities and products, core competencies are not derived from the needs of the market - being somewhat universal, it is able to provide access (to be a "key") to a number of markets that can be very different from each other.

Such properties of core competencies are noted by Praalad and Hamel. Literally, they wrote that “a core competency has three main properties: ... firstly, it gives potential access to a wide range of markets, secondly, it adds significant use value to the final product, perceived by the buyer, thirdly, it requires large the cost and effort to copy a competitor's core competency." Various authors have proposed other characteristics of core competencies. So far, eight important properties have been identified.

Rice. 6. Core competency model

First of all, complexity is inherent in a core competency. It is a derivative of the totality of resources and abilities, it is quite difficult to identify it, it is invisible. A specific core competency can only be used within the business system in which it exists, that is, it is inherent only in a given configuration of resources and abilities. Competence, unlike other organizational assets, does not wear out with use. On the contrary, and a number of authors noted this as the main strategic advantage arising from the formation of a competitive advantage based on competence, it develops, its quality increases, the efficiency of its use increases significantly - this is the most wear-resistant and long-term asset of the organization. At the same time, the key competence is inimitable, that is, it cannot be directly copied or used by competitors, and irreplaceable - it cannot be replaced by another competence. The core competence of the organization, most often, is initially better developed than that of competitors and is customer-oriented (by definition). And finally, since the core competency includes a combination of other competencies and abilities, it can be used to reinforce them.

The key competence lies at the intersection of the internal conditions of the business and consumer preferences, this is the knowledge on the use of which depends on obtaining the maximum share of use value. It is the increase in added value through the development of key competencies that is the basis for obtaining a sustainable competitive advantage. The higher use value of the product can be used to realize two base types strategies - differentiation and cost leadership. This suggests that the core competency gives the opportunity to obtain in the competitive struggle both a qualitative advantage attributable to the properties of the product, and a quantitative advantage attributable to a stronger product. financial position. Further, this returns to the conclusion, voiced earlier, about the universal nature of the key competence, which makes it possible for its manifestation in the consumer and industrial markets.

Postponing this conclusion for later consideration, we note that in this case, the analysis of competencies should also cover the qualitative and quantitative aspects, that is, evaluate not only consumer and market advantages, but also the financial parameters of development along the path of key competencies, i.e. in the first approximation, the share of additional costs and profits.

The purpose of the strategic analysis of the core competence is to offer a new basis for the formation of a strategic plan, the execution of which leads to the emergence (maintenance) of a sustainable competitive advantage, as well as to assess the potential of this plan from the standpoint of financial condition and capabilities of the organization or business system as a whole.

The goal is divided into several tasks. First of all, it is necessary to model the internal structure of relationships and interdependencies between the existing resources, abilities and competencies inherent in the business system. In general, this is done in the following way.

In the process of modeling the business processes of an organization, the abilities and resources involved in creating a product and their contribution to its final use value are revealed. The qualitative structure of consumer value in terms of the importance and priority for the consumer of the properties of the product perceived by him and the service accompanying the sale are determined in the process of a direct survey. The initial identification of a set of competencies occurs in the process of familiarization with the functioning of the business system and is built by peer review in collaboration with management personnel.

It is important to determine which business processes (capabilities) create the maximum share of the consumer value priority for the buyer and what resources are involved in this. From the rows of operationally and market-related combinations of abilities and resources ranked in this way, a hierarchy of existing competencies is indirectly singled out and, accordingly, a key competency is identified as organizing and managing the creation of the maximum share of “quality” use value corresponding to most of the needs.

In the case when the product does not occupy a leading position in the market, and the task is not to accurately identify the existing key competency, but rather to determine the target competency that needs to be acquired from outside or developed within the business system, then, based on the results of analyzing the range of existing offers of competing market offers of various companies, as well as consumer preferences, a hypothetical structure and hierarchy of resources and abilities required to satisfy the target market are built (to reduce costs and time for adaptation based on the existing structure as much as possible), and target competencies and core competencies are determined.

Technically, the task of performing this kind of “counter” analysis is solved by sequentially filling a set of relational matrices with secondary data obtained as a result of analyzing primary information and obtaining results on synthetic matrices. Therefore, to carry out this stage of work, an appropriate material and technical base of informatization tools is required, consisting of standard hardware and original software product. In the cells of the matrices, the degree of dependence or strength of the control vectors between the abilities, resources and competencies of the organization is sequentially affixed, so the key to building software tool is a mathematical apparatus for converting the corresponding analytical coefficients into integral synthetic indicators.

The results of this stage of the analysis is a reference hierarchy of competencies (existing and target) with an indication for each required degree of development and involvement in the management process.

Based on this information, already at the second stage, an action plan is directly formed, the financial parameters of which are calculated based on necessary costs on the formation or reorganization of a base of competencies, abilities and resources and an increase in incoming financial flows, predicted as a result of an increase in market share by target segment, which has a set of needs identified in the early stages of the analysis. This stage of formation of the strategic plan is carried out by general methods, widely covered in the literature, and therefore is not included in the problem area of this article.

The sequence of strategic planning based on the key competencies of the organization, described earlier, is summarized in fig. 7.

Rice. 7. General scheme for the analysis of key competencies

Strategic planning is based on the results of ranking the organization's competencies, carried out in accordance with the external and internal conditions of the business system. That is, strategic goal-setting, in accordance with the logic of the school of competencies, becomes a derivative of the existing competencies.

Taking as a basis for defining the “key competence” of an organization the characterization given to this phenomenon by Praalad and Hamel, one can come to the conclusion that the core competencies should include those that contain most of the properties of goods and services produced by the organization (see Fig. 8).

Rice. 8 Core competencies as a source of the largest number and variety of properties of goods and services

Therefore, among the entire set of competencies under consideration, organizations will differ from non-key competencies precisely in the degree (that is, the number and strength) of the closure of the properties of goods and services to them.

Competences are derived from the capabilities of the organization. Capabilities are mediated by the resources at the disposal of the organization. Required Resources determined by the consumer properties of goods and services.

Thus, an analytical chain is built, shown in Fig. 9:

Rice. 9. The sequence of analysis of key competencies

As an example, the analysis of key competencies was carried out for Forte-IT, which develops and implements computer telephony systems based on Dialogic hardware.

In general, computer telephony systems can be characterized as service applications based on integration telephone line and computer, allowing in a certain way with the help of a computer to process incoming telephone calls. Based on computer telephony technologies, products such as Information Systems, voicemail, call forwarding, auto attendant, public address systems, remote voting, telelotteries, automated billing for the use of a communication channel, etc.

The company offers a wide range of solutions for both telecom operators and corporate clients. The product is a software and hardware complex, which, as a rule, is formed on a turnkey basis and is either transferred to the client (in the case corporate order, small and medium systems), or installation services are provided by the company's specialists at the client (telecom operator, large projects) as in separate form and in integration with other existing systems.

After delivery, the customer is provided with after-sales services for the system during the warranty period, and, already on a contractual basis, services for scaling and expansion are provided. functionality systems.

It is immediately necessary to make a reservation that systems for corporate clients have low added value and high unit transaction costs. Such systems are considered as a necessary product for presence in this market, but this segment is not targeted for the company. Thus, the task of the analysis was focused on determining the key competencies of Forte-IT as the basis for strategic planning of an existing business for the production and implementation of computer telephony systems for telecom operators.

At present, the following product line has been developed for telecom operators, presented in Table. one.

For completeness of information about the company's product line, it is worth noting that all systems of corporate clients are built on the IntelleScript platform, where it is possible to create any computer telephony application in accordance with the client's requirements for functionality: the solution of interest to the client is formed from existing functional blocks.

Table 1
Product line for telecom operators

In general, for each type of application, there are, in principle, two solutions - purely hardware and software and hardware. There are such giants on the hardware solutions market as AT&T, Ericsson, Motorola, etc. These are, one might say, traditional solutions - closed architecture systems and high cost, several times, sometimes more than several orders of magnitude, higher than the cost of software and hardware systems.

The latter - the achievements of modern computer technology - exist in the form of an IBM-compatible computer ("regular" or industrial equipment), Dialogic computer telephony board and software. The cost of such systems is much lower, the implementation time is reduced, due to the use of boards from one manufacturer, standards are unified, at the same time, due to the use of a software complex, increased requirements are placed on the fault tolerance of systems, especially in the areas of telecom operators providing paid services.

During a series of interviews both with the company's employees and with representatives of its clients, the main primary requirements for the properties of the company's products were identified and their two-level detailing was made. The results are presented in table. 2. In what follows, this detailed structure of use-value commercial offer company allows you to understand what internal components and in what proportions the final property of the product, perceived by the consumer, is formed, what abilities, resources and competencies and to what extent are involved in the production of these components, which will help to more accurately focus the activities of the strategic plan.

table 2
Identification of consumer properties of products and the structure of consumer value

Using the method of multivariate comparative analysis, the primary properties were ranked in order of importance for telecom operators. This method allows you to rank a set of factors, each of which cannot be directly quantified. The human brain, as a rule, is not able to draw an unambiguous conclusion about the relative importance of more than three or four non-quantitative factors at the same time. Therefore, to solve such a problem, a method is used that is based on estimating the full set of combinations of two factors (see Fig. 10).

In the matrix for comparing combinations of two factors (Fig. 10), the more important one is marked (the assessment is made by an expert method), then it is calculated how many “points” each factor scored and, in accordance with the estimates obtained, a hierarchy of factors is formed in order of importance: the higher the score , the more important the property. If several factors score the same number of points, then their ranking is made in accordance with the initial expert opinion on their importance, marked in the matrix.

The results of such a ranking of the properties of Forte-IT products are shown in fig. eleven.

At the same time, work was carried out to analyze the internal conditions of the business, identify the company's resources, abilities and competencies (see the list and description in Fig. 12). The relationship between them was assessed for three groups of paired relationships:

1 group- relations (properties, resources);
2 group- relationships (resources, abilities);
3 group- relationships (ability, competencies).

If through X = (x1, x2, x3, ... , xn) define a set of properties of goods and services, through Y = (y1, y2, y3, ..., ym)- lots of resources Z = (z1, z2, z3, ..., zk)- many abilities, and through C = (c1, c2, c3, ..., cl)- a set of competencies, then the established groups of relations can be specified by matrices, respectively, (XY), (YZ), (ZC).

For the example under consideration with the Forte IT company, specific relationships will be specified by the matrices shown in Fig. 13 (the arrows show the vectors of influence, the cells of the matrix contain quantitative estimates of the degree of influence on a five-point scale). In the matrix part (YZ) the degree of involvement of the resource in the execution of the process and, accordingly, the dependence of the level of quality of the ability on a specific resource is affixed. Similarly at the bottom of the matrix (ZC) the degree of dependence (“controllability”) of abilities on each competence identified by the expert method is indicated. attitude (XY) the degree of "introduction" of each resource in the individual properties of the product is shown, and, accordingly, the degree of dependence of the properties on the quality of the corresponding resources.

Rice. 10. Multivariate Benchmarking Form

To determine how the properties of Forte IT products and services are related to its competencies, i.e. to obtain the relation (XC), we will carry out a sequential closure of the relation (XY) on the attitude (ZC) using a simple compositional rule. But before we formulate it, we note that each element z is defined by the same element x differently, depending on how the element behaves in this case y. In other words, building relationships (XZ) based on relationships (XY) and (YZ), it is necessary to compare how the properties of goods and services are determined by various resources, and resources, in turn, participate in the realization of the company's capabilities. Thus, the most accurate quantification the effectiveness of the influence of a particular ability on the formation of each product property can be obtained by calculating the weighted average of the degree of involvement of resources in the implementation of this ability, weighted by the degree of "introduction" of these resources in each specific product property.

That is, the composition rule looks like this:

(1)

The ratio obtained using this composition rule (XZ) characterized by the corresponding matrix (Fig. 14, values are rounded to integers).

The composition rule (1) is similarly applied to find the closure of the relation just obtained (XZ) on the attitude (ZC) and relationship definitions (XC)(Figure 15, values rounded to whole numbers).

Thus, at this stage of the analysis, data were obtained on how the properties of the product depend on the quality of knowledge, skills and experience, collectively or individually available to the company's employees, that is, on competencies. As previously defined, the key competencies are those of the highest order, which are most involved in shaping the consumer value of goods and services offered by the company.

Rice. 11. Ranking of product properties in order of importance

At the same time, it is necessary to take into account that each product property (element of the use value structure) carries a different weight for the end consumer. That is, to build a hierarchy of competencies, it is necessary to find the weighted average values in the columns of the relationship matrix (XC), weighted by the hierarchy of requirements for product properties, indicated in Fig. 11, where a lower integral score corresponds to a decrease in the level of the hierarchy of competencies (see the result in Fig. 16).

Rice. 12. Resources, abilities and competencies of the company

Rice. 13. Three groups of relationships between the internal conditions of the business

This last matrix makes it possible to draw an unambiguous conclusion about the key competencies of the organization, while understanding the use value of the product as a set of requirements imposed on it by the hierarchy. These competencies are, in descending order of importance, "organization skills", "people skills" and "special programming".

The data obtained after a detailed acquaintance with the company's activities and the peculiarities of the market for computer telephony systems are not surprising. It is difficult to argue that the ability to organize is key in business in general, and that without certain knowledge and experience in this area, the very appearance of a product is in question. For Forte IT, the issue of organizing the production process is particularly acute - product creation requires both general and special programming skills, individual programmers specialize in specific blocks of the product being created, some of them are not permanently employed, but are involved as needed in performance of certain functions. The ability to organize depends on the performance of almost all the capabilities of the company.

Rice. 14. The influence of abilities on the formation of product properties

Rice. 15. The influence of competencies on the formation of product properties

Rice. 16. Hierarchy of competencies

The ability to work with people, the second most important competence, is not only about building an effective team. This competence is also manifested in the training of professional personnel, the development of its own base of competencies for industrial purposes, the exchange of experience and advanced training. The ability to negotiate lucrative contracts relies entirely on this competency. After all, the peculiarity of the computer telephony systems market lies in the almost complete absence of industry or average market price indicators. The same functionality can be obtained by a telecom operator, as noted above, in at least two ways - a hardware solution and a hardware-software solution, moreover, in the category of hardware-software solutions there can be offers from a dozen companies, differences in price between which can reach the same order. At the same time, a too low price will not always reflect a lower quality of workmanship, and often the size of the ambitions of the company's management. Therefore, it is important to be able to predict the range of prices, the lower limit of which will not scare away the buyer with cheapness, the upper limit will not be higher than the budget determined by the buyer for the introduction of a new service.

The two competencies listed above can be called key competencies. It is these competencies that distinguish Forte-IT from competitors, and the competitive advantage of the company certainly depends on the degree of their development.

Finally, only in the third position is competence in special programming. Indeed, this is, in its own way, a “transitional” competence. On the one hand, the maximum number of product functionality directly depends on it, which in the industrial consumer market is the basis for preferring one product to another. However, the level of competition for this competence is reduced, since any company, to one degree or another, can acquire (develop or acquire) the skills of special programming of computer telephony boards. The uniqueness of this competence is already somewhat limited by the unification of standards based on Dialogic boards mentioned above. Therefore, although specialists in this field of programming are less common in the labor market than specialists in general programming, they are not carriers of unique knowledge. In fairness, it should be noted that there are not so many really experienced computer telephony board programmers and they all have jobs in their specialty. Therefore, a newcomer to this market will either have to spend time preparing their own team of programmers, or buy specialists from other companies.

It may come as a surprise that market knowledge is not an important competency. This shows the specifics of this market, namely, the practical absence of any analytical materials, generalized information, statistics, etc. Market knowledge is reduced to information about the activities of competitors and new services of telecom operators in Russia and abroad, which are distributed in the course of personal contacts. Therefore, “the ability to work with people” is more important here than knowledge of the market as such. And finally, the knowledge of economics, finance, and legislation is so common to the entire industry that it cannot even be included in the category of sources of competitive advantage.

When receiving analysis data, forming a strategic plan, they are based on the principle of reverse logic: carriers of key and most important competencies are found, abilities (business processes) and resources that they manage are identified, and further business development is built with the aim of maintaining and developing precisely these and directly related elements with them.

The resulting picture unambiguously reflects the importance of each competence, and therefore specific managers who are the bearers of this knowledge, performers involved in the implementation of the relevant abilities, and resources that are converted into elements of use value and introduced in a new quality into the final product.

The result of the analysis, therefore, is not only a conclusion about the effectiveness of the current configuration of the business system in terms of creating use value, but also an unambiguous definition of the point of the most efficient application of efforts and resources, structuring and ranking the rest of the field.

Further formation of the strategic plan is based on strengthening the core competencies and related abilities and competencies using both internal (human resources, material and technical base, attraction of financial resources, etc.) and external development methods (strategic alliances, mergers and acquisitions). , partnerships). Literature

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Any organization can be viewed not only as a portfolio of products or services, but also as a portfolio of competencies that determine its place in the competition. An organization that does not attach importance to core competencies exposes itself to many of the dangers depicted in Fig. 13.7.

RFig. 13.7. Risk factors for the loss of key competencies

First, the risk is that the organization's growth opportunities will be unreasonably underestimated. The underestimation of the opportunities that arise in the gaps between established markets and emerging new niches is explained by the desire of organizations to tie each of their strategic centers to the existing competitive space. Secondly, an attempt to hire (attract) specialists with the necessary skills may not take place if the organization does not have clear mechanisms for selecting the best talents to realize the most promising new opportunities (including from among employees of other departments of the organization itself). Third, as organizations fragment, competencies can become fragmented and weakened. Fourth, the absence of a promising core competency can make an organization insensitive to increasing dependency.

bridges from external suppliers of such key products. Outsourcing, which provides a certain gain in terms of quality and cost of products, can play a cruel joke here, depriving the organization of competitive advantages in the future.

Fifth, an organization focused only on end products often fails to adequately invest in new core competencies that can lead to growth in the future. Sixth, an organization that fails to grasp the essence of the characteristics needed to compete in its industry may be caught off guard by new entrants building on competencies developed in markets for other end products. And the last risk factor for the loss of competencies is indifference to the creation of core competencies, as a result of which organizations unwittingly cede valuable skills, abandoning businesses that do not bring in this moment acceptable results.

Overcoming the risks discussed above is achieved through the cohesive work of the organization's management team in the process of solving the main tasks of managing the organization's key competencies: identifying existing key competencies; creating a program for acquiring missing key competencies; creation of missing key competencies by the organization itself; deploying core competencies and protecting and maintaining leadership in core competencies (Figure 13.8).

Rice. 13.8.

can form the basis of the core competencies of the organization. Such a definition allows one to develop an understanding of the skills that currently shape the success of the organization and avoid myopia in approaching the market served, as well as point the way to new business, increase the reality of the competition for competencies and create a framework for actively managing the most valuable resources of the organization.

2. The program for the acquisition of key competencies is determined by the strategic architecture of the organization. It is useful to draw up a matrix of competencies in the market segment of manufactured products. The differences between existing and new competencies and between existing and new market-forming products are shown in Fig. 13.9.

New core competency	Lead in 10 years	Mega Opportunities
New core competency	What new core competencies need to be created to protect, maintain and expand value in today's markets?	What new key competencies need to be created to participate in the promising markets of the future?
Existing core competence	Filling in the gaps	"White Spaces"
	How can you improve your current position in today's markets by leveraging your current core competencies optimally?	What new products or services can be created from a creative deployment or new combination of current core competencies?
	Existing market	new market

Rice. 13.9.Competence matrix

Filling in the gaps. The bottom left quadrant of the figure represents the organization's existing portfolio of competencies and goods or services. By identifying which competencies support specific end product markets, an organization can identify opportunities to strengthen its market position in that product by leveraging the competencies it may possess.

Lead in 10 years. The upper left quadrant offers a search for an answer to another important question: what new core competencies need to be created now to stay in first place with customers ten years from now? It is important to understand what new competencies are needed to maintain and expand the dominance of the organization in existing markets. This sector involves finding a solution to the problem of outdated competencies: replacing outdated competencies with new ones. The search for new competencies should include the identification of new capabilities that may supplant the traditional skill base.

"White Spaces" (lower right sector of the figure). These include capabilities that are not available in the product markets of the organization's existing strategic centers, or opportunities to extend existing core competencies to new product markets. At the same time, the organization should begin identifying the prospects of "white spaces" with the definition of a key competency, and not from the perspective of the product market, and only then can consider the potential results of applying the customer value that a particular competency will give.

Mega Opportunities (upper right sector of the figure). Do not correspond to the organization's position in the current market or the fund of its current competencies. But, nevertheless, the organization can search for these opportunities if they seem particularly important or attractive. The strategy in this case could be a series of small targeted acquisitions or partnerships through which the organization would gain access to the necessary competencies, master them and begin to explore the possibility of applying them. But the opportunities presented by this sector should be treated with great caution, since the organization has little or no decision-making skills in this area.

3. The creation of new key competencies as a process is extensible in time, so success comes from a sequence of efforts focused on a strategic perspective. The sequence of efforts, in turn, depends on the cohesion and stability of the composition of the management team of the organization. Frequent change of project managers and leading departments destroys the process of creating new core competencies.
4. Deployment of key competencies is a process of internal distribution of competencies and consolidation of relevant skills among employees of the organization as a whole (including the exchange of competencies between employees of the organization). Such deployment of competencies increases the intellectual capital of the organization, which is confirmed by the ratio of the market and book value of the assets of organizations, which in the mid-1990s. was 2:1, 4:1 and even 10:I 1 . In this sense rational use intellectual capital becomes more important (and at the same time more complex due to the multifactorial nature of the process) than the distribution and use of monetary capital. The organization must have mechanisms in place to allow those employees who are able and willing to make a personal contribution to one of the priority projects to realize the potential of their competencies. Project managers should be able, in turn, to select employees for the project team, justifying the benefits of such a decision for the organization as a whole. This mobility of competencies, as well as frequent meetings of employees representing a particular competency, facilitate the exchange of ideas, knowledge and experience. Seminars and conferences also go a long way in bringing people together. The experience gained as a result of such mutual enrichment accelerates the creation of competencies.
5. The protection and preservation of key competencies is due to competition and the desire of the management team of the organization to ensure strategic development.

It is strategically important to understand that key competencies do not exist for themselves, but for the development of the organization. Therefore, it is important not to strive at all costs to "drive" key competencies into the organization with the help of structural changes, but to ensure a "soft introduction" of the organization's perspective based on competencies into the head of each employee. Factors of soft implementation of key competencies are presented in fig. 13.10. For such a smooth transition, it is necessary to focus on the following strategically significant actions of the organization:

expand the process of defining key competencies;
involve strategic centers in the process of developing strategic architecture and setting goals for acquiring competencies;
identify priority areas for the growth of the corporation and the development of new business;
select managers of key competencies and clearly define their functions;
create an effective mechanism for allocating resources for key competencies;
establish benchmarks for comparison with the competencies of rivals;
regularly monitor the status of existing and emerging key competencies;
create groups of people who consider themselves to be the bearers of the core competencies of the entire organization.

Rice. 13.10.

Ensuring the above conditions makes it possible to rationally ensure the development and modification of business strategies.

test questions

1. Name aspects of business resources and competencies.
2. Comment on the steps for creating a strategy based on core competencies.
3. Give examples of strategic company slogans.
4. How do areas of core competencies and applications of Cy/o products fit together?
5. Highlight the levels of key competencies.
6. What is the dichotomy of the strategic characteristics of the organization?
7. What is the basis for the construction of the accounting scheme when creating values?
8. What combination of elements does competence as a scientific category contain?
9. What are the factors behind the loss of key competencies?
10. Name five tasks of key competencies management.

When defining your own core competencies, you need to make an inventory and select from it what is really

Strategic core competencies of the organization. The concept and classification of the key competencies of the enterprise