What kind of resources and capabilities did you create at your former employer – that others will enjoy long after you left? Do we have a business tool to figure this?
We know that companies with superior resources and capabilities not only produce products and services more efficiently, but deliver better customer benefits than their competitors. But not every resource and every capability, say Dranove and Marciano in Kellogg on Strategy. To translate into competitive advantage, you need resources and capabilities that are scarce, immobile, co-specialized, and scopable.
Personal case to illustrate As an example, here are the characteristics of the resources and capabilities I created at a former employer.
Scarce: Possibly around 75 people got trained in my two business units between 1996 and 2007. Half a dozen of them were given the capability to use a crude and vendor-oriented precursor of the oil drilling model, which is a strategy-driven method for software discovery and design. Th…
We know that companies with superior resources and capabilities not only produce products and services more efficiently, but deliver better customer benefits than their competitors. But not every resource and every capability, say Dranove and Marciano in Kellogg on Strategy. To translate into competitive advantage, you need resources and capabilities that are scarce, immobile, co-specialized, and scopable.
Personal case to illustrate As an example, here are the characteristics of the resources and capabilities I created at a former employer.
Scarce: Possibly around 75 people got trained in my two business units between 1996 and 2007. Half a dozen of them were given the capability to use a crude and vendor-oriented precursor of the oil drilling model, which is a strategy-driven method for software discovery and design. Th…