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Developing and Analyzing Core Competencies for Alignment with Strategy

Developing and Analyzing Core Competencies for Alignment with Strategy

Keith Sawyer, John Gammack
Copyright: © 2010 |Pages: 13
ISBN13: 9781605666778|ISBN10: 1605666777|EISBN13: 9781605666785
DOI: 10.4018/978-1-60566-677-8.ch006
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MLA

Sawyer, Keith, and John Gammack. "Developing and Analyzing Core Competencies for Alignment with Strategy." Strategic Information Systems: Concepts, Methodologies, Tools, and Applications, edited by M. Gordon Hunter, IGI Global, 2010, pp. 71-83. https://doi.org/10.4018/978-1-60566-677-8.ch006

APA

Sawyer, K. & Gammack, J. (2010). Developing and Analyzing Core Competencies for Alignment with Strategy. In M. Hunter (Ed.), Strategic Information Systems: Concepts, Methodologies, Tools, and Applications (pp. 71-83). IGI Global. https://doi.org/10.4018/978-1-60566-677-8.ch006

Chicago

Sawyer, Keith, and John Gammack. "Developing and Analyzing Core Competencies for Alignment with Strategy." In Strategic Information Systems: Concepts, Methodologies, Tools, and Applications, edited by M. Gordon Hunter, 71-83. Hershey, PA: IGI Global, 2010. https://doi.org/10.4018/978-1-60566-677-8.ch006

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Abstract

Although it is widely accepted that alignment of knowledge with corporate strategy is necessary, to date there have been few clear statements on what a knowledge strategy looks like and how it may be practically implemented. We argue that current methods and techniques to accomplish this alignment are severely limited, showing no clear description on how the alignment can be achieved. Core competencies, embodying an organisation’s practical know-how, are also rarely linked explicitly to actionable knowledge strategy. Viewing knowledge embedded in core competencies as a strategic asset, the paper uses a case study to show how a company’s core competencies were articulated and verified for either inclusion or exclusion in the strategy. The study is representative of similar studies carried out across a range of organisations using a novel and practically proven method. This method, StratAchieve, was used here in a client situation to show how the core competencies were identified and tested for incorporation or not in the strategy. The paper concludes by considering the value of the approach for managing knowledge.

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