Core Competency in Practice: Difference between revisions
From MediaWiki
Jump to navigationJump to search
No edit summary |
No edit summary |
||
| Line 3: | Line 3: | ||
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]]. | 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 [[author::Prahalad and Hamel]] | ||
See also [[Core Competence]] | See also [[Core Competence]] | ||
[[Category:Strategy]] | [[Category:Strategy]] | ||
Revision as of 10:14, 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 Prahalad and Hamel
See also Core Competence
