- Demonstrates techniques for stimulating the creativity to discover hidden value.
- Preparing a business for sale at the right time and at the right price.
- Put your enterprise back on a profitable track by maximizing its unique competencies and minimizing its most threatening challenges
Paul A. Willax, says every organization has a one-of-a-kind set of competencies, a performance profile that makes it unique with a potential unlike any other enterprise.
These core competencies are really the heartbeat, the very nature of an enterprise. But it takes continuous informed observation and careful analysis to find them. A firm’s leaders have to dig diligently and deeply to detect those special capabilities that distinguish their enterprise from its competitors and that give it an unmatched advantage.
An enterprise can enjoy more than one distinctive competency. Its particular package of excellence might include such things as design and process know-how; ability to access critical resources; structural adaptability and flexibility; technical competence; marketing prowess; service/support capacity; leadership abilities; ability to build and exploit a solid reputation; and a knack for effectively sharing knowledge among its workers.
A good example of comparative approaches to building and using organizational competencies can be found in the cases of General Electric and Westinghouse.
George Westinghouse was a prolific, visionary inventor. He focused on creating unique products like the AC power system and the railroad airbrake, and he built his company’s entire culture around its individual products. In comparison, General Electric’s first president, Charles Coffin, never invented a product.
He focused on creating an organization.
He established the research labs and operating systems that would endure.
He created a distinct organizational culture that gave his enterprise a lasting advantage.
Westinghouse focused on the creation of a product, which left the fate of his company to where the evolution of that product would take him. Coffin’s creation was the General Electric Company and what its carefully nurtured capacities would allow it to do. Arguably, the differing fortunes of these two companies reflected the wisdom of the GE approach.