Core Competency in Practice: Difference between revisions
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Seen as going beyond Business as Usual | Seen as going beyond Business as Usual | ||
Seen as [[Core | Seen as [[Core Competence in Practice]] For instance Sony Honda strategic intent was global dominance. Compare with [[Strategic Fit]] which doesn't have a long term component. Basically they used their core competences to achieve Strategic Intent. The difference between Intent and Resources is call [[Strategic Stretch]]. | ||
From [[Prahalad and Hamel]] | From [[The Core Competency of the Organization]] by [[author::Prahalad]] and [[author::Hamel]] | ||
See also [[Core Competence]] | |||
[[Category:Strategy]] | [[Category:Strategy]] | ||
Latest revision as of 11:04, 31 October 2012
Seen as going beyond Business as Usual
Seen as Core Competence in Practice For instance Sony Honda strategic intent was global dominance. Compare with Strategic Fit which doesn't have a long term component. Basically they used their core competences to achieve Strategic Intent. The difference between Intent and Resources is call Strategic Stretch.
From The Core Competency of the Organization by Prahalad and Hamel
See also Core Competence
