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Matt Fleming President

Core Competencies. Matt Fleming President. What are Core Competencies?. Key things you are really, really good at that you should be really, really good at Your Organization’s greatest areas of expertise The things that make your Organization so great

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Matt Fleming President

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  1. Core Competencies Matt Fleming President

  2. What are Core Competencies? • Key things you are really, really good at that you should be really, really good at • Your Organization’s greatest areas of expertise • The things that make your Organization so great • Not 100, more like 5 or less big ones (Focus) • Simple on the surface; but not so simple • We all want to be good at everything • We all have to decide what we SHOULD be good at

  3. Why are Core Competencies Important? • Every Organization should want to be great at something important • Core Competencies make you special to your Customers, Students, Patients, Fans, etc. • Core Competencies keep your Competitors awake at night • Core Competencies provide Strategic Advantages • Core Competencies aid in Sustainability • Baldrige asks “What are your Core Competencies” in the 5th of 277 questions • Baldrige mentions Core Competencies 32 different times

  4. How do you Determine Core Competencies? • What should you be good at? • What is your Mission? • What does your Mission say you should be good at? • Who are your Stakeholders? • What do your Stakeholders (especially your Customers, Students, Patients, Fans, etc.) say you should be good at? • What are your goals? • What are your Key Work Systems?

  5. How do you utilize Core Competencies? • Design your Work Systems • To have a Core Competency in a Work System, you have to have Core Competencies in the Key Work Processes within that Work System. • Design your Work Processes • The capabilities provided by your Key Work Processes should make you special to your Key Stakeholders and provide a competitive, strategic advantage. • Create your Strategies • The strategies within your Key Work Processes should make you special to your Key Stakeholders and provide a competitive, strategic advantage. • Strategic Planning should focus on building or strengthening your Core Competencies • Innovation should be directed toward developing or improving Core Competencies • Your Workforce should capitalize on your Core Competencies

  6. What do you do well? (Miami Dolphins example) • Mission: A professional football team dedicated to winning championships and entertaining fans • Stakeholder: Fans • Stakeholder Key Requirement: Win Games • Operational Goal: Fan Satisfaction • Work System: Offense • Key Work Process:Rushing • Strategy: “Run First” • Strategic Advantage: Ability to score more points than their Competitors • Result: #1 Offense (Super Bowl Champs)

  7. What do we do well? (MidwayUSA example) • Mission: Internet retailer of shooting, hunting and outdoor products • Stakeholder: Customers • Stakeholder Key Requirement: Product Selection • Operational Goal: Customer Satisfaction • Key Work System: Merchandising • Key Work Process: Product Offering Management • Strategy: “Just About Everything” • Strategic Advantage: One-Stop Shop for shooting, hunting and outdoor products • Result: 93% Customer Satisfaction

  8. MidwayUSA’s Overall Core Competencies • Merchandising • Marketing • Customer Support • Logistics • Business Administration

  9. What SHOULD make you Great? • For the most part, every Organization has to figure that out for themselves • Strategy - “We want to be everything to everybody” • Not a good strategy! • Every Organization should want to be great at running a great business • The 7 Baldrige Categories

  10. How do you know you have Core Competencies? • Results • The Ultimate, impartial Judge • Core Competencies are evidenced by great results

  11. Core Competencies Matt Fleming President

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