Defining your Core Competency

Over the last few years, external pressures have challenged organizational flexibility, exposed the value of strategic alignments, and have reconfirmed the importance of resources.?

Turbulent times will always be with us and the need for a sustainable value proposition remains. It must be broad and nimble enough to withstand both growth or lean times and be able to integrate innovative transitions.

If you are in a position of influence, you are probably aware that trying to be everything to everyone is a losing proposition for yourself and your clients. However, a strategy that positions you as a specialist with distinctive deliverables that are difficult to replicate, will define your value.?

As an example, consider every component within your internal operations, including their interactions and dependencies. Can you recognize the competitive advantage of treating efficiency, agility, or quality control as a core competency, where no competitor can match your cost-benefit?

Whether your company provides a product or service, the implementation of process improvement should be the focus within every component of your deliverable. Processes are the dominant force that impacts every step within the delivery of value, and whether they are documented or built into a daily routine, they will define your effectiveness, contribute toward core competencies, and ultimately become a competitive advantage.

If we accept the premise that process improvement is a tipping point between acceptable and exceptional, do you have the energy and passion to re-think your deliverables in support of a sustainable competitive advantage? Are they delivering speed and quality at a competitive price??

Which brings us to the tipping point. Unless you are armed with relevant insights into organizational or personal mindsets of your audience, your value proposition will lose influence and impact.

Please join our discussion on expanding your impact in the marketplace.