Core Competency in Practice: Difference between revisions
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(Created page with "Seen as going beyond Business as Usual Seen as Core Competency in Practice For instance Sony Honda strategic intent was global dominance. Compare with Strategic Fit ...") |
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Seen as going beyond Business as Usual | Seen as going beyond Business as Usual | ||
Seen as [[Core Competency in Practice]] For instance Sony | Seen as [[Core Competency 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 [[Prahalad and Hamel]] | ||
See also [[Core Competence]] | |||
[[Category:Strategy]] | [[Category:Strategy]] | ||
Revision as of 17:11, 4 February 2011
Seen as going beyond Business as Usual
Seen as Core Competency 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
See also Core Competence
