Core Incompetencies
Name
MIT_CISRwp333_CoreIncompetencies.pdf
Size
284.22 KB
Format
Adobe PDF
Checksum (MD5)
5570b548785e63c5d3ed5f4f91510a10
Author(s)
Sampler, Jeff
Date Issued
October 1, 2002
Publisher
Cambridge, Mass.: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology
Citation
Sampler, Jeff. “Core Incompetencies.” Working paper 333, Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology, 2002. https://dspace.mit.edu/handle/1721.1/175287.
Series/Report no.
MIT Sloan School of Management Working Paper 4429-02
CISR Working Paper 333
Abstract
During the past decade there has been a fundamental shift in how firms think about strategy-a shift towards core competencies. Many firms now focus on one or two core competencies as their source of competitive advantage. What happens when the world no longer values that core competence? Increasingly information technology contributes to the devaluation of these competencies at the same time as new technologies create new business opportunities. This paper explores the impact of information technology on two fundamental types of core competencies-expertise and information-as well as how quickly technology decays the value of these assets (i.e. their half-life). When the half-lives of both information and expertise reduce together, the strategic impacts are huge. Consequently, firms must increasingly focus on those skills that may be relevant in the future evolution of the industry, but that they do not possess: core incompetencies.
Subjects
Innovation and Strategy
Digitizing Business Processes
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