In a series on CORE COMPETENCE done by The Economist on Sep 15th of 2008, we learned that the idea of core competence was introduced into management literature in 1990 by C.K. Prahalad and Gary Hamel. Core competence is a part of the bedrock of the Surgance movement and worth discussing. In the series, the two business academics defined and outlined three tests to be applied to determine whether something is a core competence:
First, a core competence provides potential access to a wide variety of markets. Second, a core competence makes a significant contribution to the perceived customer benefits of the end product. Third, a core competence is difficult for competitors to imitate because it is a complex harmonization of individual technologies and production skills. The two academics painted a picture of the corporation as a tree whose roots are its particular competencies. Out of these roots grow the organization's "core products" which, in turn, nourish a number of separate business units. Lastly, out of these business units come "end products." This is a perfect description of how Surgance is bringing innovation to the social sector. Our core competencies include the ability to:Develop strategies to solve problems in that community Mobilize individuals and organizations in the community to collaborate to provide solutions Provide orientation and training Manage the process and people Measure the results Report the results Reproduce the program again and/or in a new place where the need is the same
Each of these items in the bulleted list is a core competency born out of research, experience and developed skill. These core competencies allow us to help new social entrepreneurs and innovators expand our programs into their cities or birth their nonprofit idea off of our platform. Either way, we are using the core competencies multiple times over to impact lives and transform communities in multiple locations and in multiple fashions. The end result is that more communities are transformed, and more lives are changed for the better than if everybody started from scratch with a good idea and had to develop core competencies in everything listed above. Real value is added to the community in a way that maximizes the communities' investment since these core competencies bring efficiency to the process of making a social impact.
brian AUDIA
President and CEO
Surgance, Inc.
Uncommon Partners. Common Ground. Changing Lives.
http://www.surgance.com
702.468.4637 mobile
617.217.2184 office
First, a core competence provides potential access to a wide variety of markets. Second, a core competence makes a significant contribution to the perceived customer benefits of the end product. Third, a core competence is difficult for competitors to imitate because it is a complex harmonization of individual technologies and production skills. The two academics painted a picture of the corporation as a tree whose roots are its particular competencies. Out of these roots grow the organization's "core products" which, in turn, nourish a number of separate business units. Lastly, out of these business units come "end products." This is a perfect description of how Surgance is bringing innovation to the social sector. Our core competencies include the ability to:
Each of these items in the bulleted list is a core competency born out of research, experience and developed skill. These core competencies allow us to help new social entrepreneurs and innovators expand our programs into their cities or birth their nonprofit idea off of our platform. Either way, we are using the core competencies multiple times over to impact lives and transform communities in multiple locations and in multiple fashions. The end result is that more communities are transformed, and more lives are changed for the better than if everybody started from scratch with a good idea and had to develop core competencies in everything listed above. Real value is added to the community in a way that maximizes the communities' investment since these core competencies bring efficiency to the process of making a social impact.
brian AUDIA
President and CEO
Surgance, Inc.
Uncommon Partners. Common Ground. Changing Lives.
http://www.surgance.com
702.468.4637 mobile
617.217.2184 office
Posts
