Competing through competences
- Cambridge Cambridge University Press 2002
- viii, 179 p.
- Strategy and performance .
able of Contents When should I use this book? How to use this book 1. Practical competence and resource frameworks 2. Awareness - what does success look like? 3. Matching problems to analysis methods 4. Insight - what focus and scope is appropriate? 5. Insight - where are these resources? 6. Insight - how important are they? 7. Building a resource/competence base 8. Measuring resource and competence development 9. Closing thoughts.
In a world where customers are fickle and markets change overnight, you need to be ready to move rapidly when opportunities or threats arise. This book helps you to understand your organization's potential, its capabilities and limitations, so when new challenges appear, you'll know how to manage your resources effectively to take advantage of them. It will show you how to build a more sustainable competitive advantage by revealing the techniques that underlie your firm's strategy, and explaining how to improve and manage these resources to reinforce your strengths and ameliorate your weaknesses. Written for managers of small to medium sized businesses and industry consultants, this book also forms part of a three-volume set covering business strategy, performance, and competencies.
Step-by-step guide to developing and implementing strategy for manufacturing organisations Developed by the Cambridge Institute for Manufacturing with major industrial clients Part of three volume set covering business strategy, performance and competencies