Mapping distinctive competencies: a systemic approach

Focuses on the role of competencies, contained within an organization, in the development of the organization's strategy. Introduces the concept of 'emergent strategizing', describes the composition of this concept derived from organized strategizing. Differentiates between competencies, distinctive competencies and core competencies, demonstrates how these can be modelled, patterns identified and then related to organizational objectives and strategy formation. Suggests use of Group Support System and System Dynamics in competency identification and modelling. Illustrates construction of a complex competency cause map showing the loops, links and relationships between competencies and strategy, and possible strategy, directions. Contends that the actual process of model construction, in providing deeper understanding and knowledge, is as valuable to an organization as the directions indicated by modelling.