Mapping distinctive competencies: a systemic approach
- PDF / 171,147 Bytes
- 9 Pages / 595 x 842 pts (A4) Page_size
- 88 Downloads / 209 Views
#2000 Operational Research Society Ltd. All rights reserved. 0160-5682/00 $15.00 http://www.stockton-press.co.uk/jors
Mapping distinctive competencies: a systemic approach C Eden* and F Ackermann Strathclyde University, UK The paper discusses the role that formal modelling, both qualitative and quantitative, and the use of a group support system can play in developing strategic direction. In particular the paper focuses on the modelling of competencies as patterns and the way in which patterns often express the distinctiveness of competencies. The relationship between patterns of competencies and the goals of an organisation are explored as the basis for establishing core distinctive competencies and for developing and exploring the business model which will inform strategic direction. As an introduction the nature of strategic management is discussed, as it relates to the role of modelling competencies. Keywords: cognitive mapping; strategic planning; competencies
Introduction Strategic management is, for us, a pro-active process of seeking to change the organisation, its stakeholders (in as much as they are different from the organisation) and the context, or `environment', within which it seeks to attain its aspirations. It is about stretching the organisation1 to gain leverage from its individualityÐits distinctive competencies and the ability to change them to meet the strategic aspirations. Strategic management therefore, involves creating and moulding the future, through making sense of the past, constructing rather than simply predicting, and responding to, some predetermined future reality. It is also importantly about developing the capability for long term ¯exibility and strategic opportunism rather than making and sticking to long term plans. The main purpose of this paper is to focus on the role of modelling distinctive competencies. This implies examining what is meant by a distinctive competency, developing a conceptual model articulating the link between these and the aspirations of the organisation, exploring the powerful leverage gained from examining the patterns in the distinctive competencies before addressing issues relating to the identi®cation of core distinctive competencies and feedback. Finally the paper discusses the use of participative methods, that is the use of interactive modelling using Group Support Systems2,3 for exploring distinctive competencies and the business world. Emergent strategising is a key concept for us. It addresses the way in which most organisations demonstrate patterns of decision making, thinking, and action, often `taken for *Correspondence: Prof C Eden, Strathclyde Graduate Business School, 199 Cathedral Street, Glasgow G4 0QU, Scotland. E-mail: [email protected]
granted' ways of working and problem solving coming from the habits, history and `hand-me-downs' of the organisation's culture. Whether the organisation's members are aware of this or not, even if they de®ne themselves as `muddling through'4 rather than acting strategically, such patterns th
Data Loading...
