The story so far…
Many large and successful companies have adopted a 'competence'
approach as a way of improving their effectiveness. Typically,
the focus is on individuals (most often managers) and their jobs.
This may raise the level of managerial professionalism based on
best practice. But is this enough?
Limitations of this approach
Even ardent advocates of the methodology recognise that the
sum of individual competence will not deliver organisational competence.
Something is missing from the recipe.
Putting competence in context
Individual competence needs designing, embedding and managing
in its organisational context. What individuals can do needs to
be converted into what they choose to do, supported by what the
organisation allows them to do. This requires understanding and
managing the organisation's dynamics.
Prometheus's service is based on the following ten principles:-
- Distinguish between 'doing things right' and 'doing the
right things'
- Align organisational competence with business goals
- Balance competencies that converge on best practice with
divergence for innovation
- Identify and abandon legacy competencies that are out-of-date
and dysfunctional
- Identify organisational competencies that are of growing
or transitional importance
- Relate competencies to where the company is in its life
cycle
- Recognise the impact of the various stakeholder relationships
on competence
- Distinguish between the company's organisational and business
variables
- Understand and manage the impact of the organisation's 'shadow
side'
- Focus competence on the gaps between people and between
functions
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