Rebuilding Core Competencies When a Company Splits

2005 ◽  
pp. 51-65
Author(s):  
Gail Corbitt
Keyword(s):  
Data Collection ◽  
Literature Search ◽  
Core Competencies ◽  
Work Processes ◽  
Hewlett Packard ◽  
The Core ◽  
Survey Results ◽  
A Company

In 1999, Hewlett Packard announced the split of its company into two smaller companies, HP and Agilent. As a result, the financial work, processes, and systems needed to be cloned in both new organizations at the same time people, assets, and transactions were becoming separate and distinct. The focus of this case study is on how the core competencies associated with the split were defined, identified, and transferred to all employees who needed to have them. The results of an internal and external literature search are included along with survey results. Results indicate that the purposes of and processes used for data collection concerning core competencies within an organization are critical to their usefulness.

scholarly journals The Cultural Messages of Pyramid House in Palembang

Catharsis ◽  
2021 ◽  
Vol 9 (3) ◽  
pp. 244-252
Author(s):  
Ario Bungsu ◽  
Triyanto Triyanto ◽  
Tjetjep Rohendi Rohidi
Keyword(s):  
Data Collection ◽  
Precious Metal ◽  
Qualitative Method ◽  
Case Study Research ◽  
Architectural Form ◽  
The Core ◽  
Wood Construction ◽  
Cultural Message ◽  
Main Construction

Abstract Pyramid House in Palembang is one of the works of art that is still very interesting to be researched today. The problem raised in this study aims to analyze the cultural message of the Pyramid House in Palembang. The method used is a qualitative method with a case study research design. The data collection techniques include observation, interviews, and document study. The results showed that in the manufacture of the Pyramid house, the main construction of traditional buildings used wood construction and a stilt system. The foundation used the construction of piles, the walls used boards, the roof used a leaf or shingle roof. The core parts consisted of the roof of the house, the door, the window, the stairs, and the floor of the house. In general, the typical architectural form of the Pyramid House, namely, the roof was shaped like a severed pyramid. Besides, the uniqueness of the house located in its multi-storey shape (kijing) and the walls were made of wood shaped like planks. Then related to the house name Pyramid, it contained two special meanings, namely, Five and Gold. The word five means the number five, while gold means the precious metal of great value. This is also a symbol of the function of the Pyramid house.  

Clients and cases: ambiguity and the division of labour in professional service firms

2017 ◽  
Vol 12 (4) ◽  
pp. 408-426 ◽  
Author(s):  
Johan Alvehus
Keyword(s):  
Division Of Labour ◽  
Professional Service ◽  
Service Firms ◽  
Professional Work ◽  
Work Processes ◽  
Professional Service Firms ◽  
Content Type ◽  
The Core ◽  
The Way

Purpose By drawing on a detailed case study of the work of tax consultants, the purpose of this paper is to develop a more detailed understanding of the role of ambiguity in professional work, and its relationship to the division of labour in professional service firms (PSFs). Design/methodology/approach The paper is based on a three-year, longitudinal interpretive case study comprising 42 interviews, supplemented by observations and document data. Findings The research determines that processes of “obfuscation” and “privatisation” separate client work from case work. This maintains a division of labour between junior and senior professionals, which in turn facilitates financial leverage. The findings indicate that a more nuanced view on the role and origins of ambiguity is needed; particularly the role ambiguity plays in the division of labour. While inherent in professional work, ambiguity is also an effect of the way work processes are organised in order to obtain leverage. Research limitations/implications The research is based on a case study. Therefore, the paper explores its topic in empirical detail, but at the same time calls for exploring the topic in different contexts. The paper encourages further research on the role ambiguity plays being constituted by structural arrangements, and on the way the core of professionalism is inverted by the division of labour. The paper highlights the value of detailed empirical approaches for understanding professional work. Practical implications The paper draws attention to the way ambiguity becomes a part in sustaining a division of labour among professional workers, and to the importance of this in maintaining financial leverage as well as in creating a precarious work situation for junior professionals. Social implications The paper raises concerns about the way professional work is legitimated in society as opposed to how it is constructed in PSFs. Originality/value The paper challenges prevalent notions of professional work as ambiguous, offering instead a way of engaging with professional work processes in detail, theoretically and methodologically. Traditional assumptions about the division of labour and the “core” of professional work are problematized, and traditional assumptions about ambiguity as a cause of specific structural arrangements are questioned.

Developing and Analysing Core Competencies for Alignment with Strategy

2011 ◽  
pp. 149-162
Author(s):  
Keith Sawyer ◽  
John Gammack
Keyword(s):  
Corporate Strategy ◽  
Core Competencies ◽  
Actionable Knowledge ◽  
Know How ◽  
The Core ◽  
Knowledge Strategy ◽  
Methods And Techniques ◽  
Proven Method ◽  
Clear Description

Although it is widely accepted that alignment of knowledge with corporate strategy is necessary, to date there have been few clear statements on what a knowledge strategy looks like and how it may be practically implemented. We argue that current methods and techniques to accomplish this alignment are severely limited, showing no clear description on how the alignment can be achieved. Core competencies, embodying an organisation’s practical know-how, are also rarely linked explicitly to actionable knowledge strategy. Viewing knowledge embedded in core competencies as a strategic asset, the paper uses a case study to show how a company’s core competencies were articulated and verified for either inclusion or exclusion in the strategy. The study is representative of similar studies carried out across a range of organisations using a novel and practically proven method. This method, StratAchieve, was used here in a client situation to show how the core competencies were identified and tested for incorporation or not in the strategy. The paper concludes by considering the value of the approach for managing knowledge.

Developing and Analysing Core Competencies for Alignment with Strategy

2011 ◽  
pp. 282-295
Author(s):  
Keith Sawyer ◽  
John Gammack
Keyword(s):  
Corporate Strategy ◽  
Core Competencies ◽  
Actionable Knowledge ◽  
Know How ◽  
The Core ◽  
Knowledge Strategy ◽  
Methods And Techniques ◽  
Proven Method ◽  
Clear Description

Although it is widely accepted that alignment of knowledge with corporate strategy is necessary, to date there have been few clear statements on what a knowledge strategy looks like and how it may be practically implemented. We argue that current methods and techniques to accomplish this alignment are severely limited, showing no clear description on how the alignment can be achieved. Core competencies, embodying an organisation’s practical know-how, are also rarely linked explicitly to actionable knowledge strategy. Viewing knowledge embedded in core competencies as a strategic asset, the paper uses a case study to show how a company’s core competencies were articulated and verified for either inclusion or exclusion in the strategy. The study is representative of similar studies carried out across a range of organisations using a novel and practically proven method. This method, StratAchieve, was used here in a client situation to show how the core competencies were identified and tested for incorporation or not in the strategy. The paper concludes by considering the value of the approach for managing knowledge.

Managing Vulnerability and Uncertainty

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Rhea ALEXANDER ◽  
Sarah JONES ◽  
Vinay Kumar MYSORE
Keyword(s):  
Organizational Culture ◽  
Management Practices ◽  
Core Competencies ◽  
Building Design ◽  
Team Members ◽  
Non Profit ◽  
Iterative Design ◽  
The Core ◽  
New Employee

This case study explores building design competencies and a design-driven organizational culture within an American healthcare non-profit. With a staff are primarily from the healthcare space, as well as some in banking and sales, we look at how the staff has adapted to working within a design-driven organization. By applying iterative design methods and embracing innovation and uncertainty we observe how the organization’s founder has helped guide team members through a process of discomfort and vulnerability within an experimentally-driven and human-centered organization.Using interviews with employees and the founder at various points in new employee on-boarding processes we chart a transformational arc over six months. The learnings to share include both the universal and the particular: what are the core competencies to develop in all organizational members, and what are the specific and different ways competencies can take form. From building explicitly shared languages to facilitated sensemaking this case study offers an opportunity to share new and developing practices for embedding design-driven innovation and management practices in new fields and contexts.

scholarly journals Methodology for optimizing the stock control of an electronic segment company

2021 ◽  
pp. 47116-47128
Keyword(s):  
Data Collection ◽  
Inventory Control ◽  
Customer Service ◽  
Process Mapping ◽  
Stock Control ◽  
Data Collection Process ◽  
Mapping Analysis ◽  
A Company ◽  
Control Management

Inventory control management is considered a fundamental tool for the management of a company, since it allows processes to be managed efficiently. With less resources and more savings. This study aims to: identify and model the inventory control processes that already exist in the company, analyze the inventory that already exists in the company, describe the methodology for inventory control and propose actions of the methodology that allow corrections of inventory activities already identified. The goal is to propose a methodology for optimizing stock control that is able to define how much and when to buy products. The materials and methods applied in the execution of the work were divided into the following four stages: data collection, process mapping, analysis of improvement opportunities, research design, as well as guidelines for the application of the case study and implementation of the proposal for improvements. The results achieved allowed for the implementation of the methodology, where a 30% reduction in the problems of non-attendance was allowed. Also as a contribution were the goals to be achieved as positive factors such as lean inventory, improvements to efficient customer service, increased capital turnover and increased company profits.

Developing and Analysing Core Compentencies for Alignment with Strategy

2009 ◽  
pp. 20-33
Author(s):  
Keith Sawyer ◽  
John Gammack
Keyword(s):  
Corporate Strategy ◽  
Core Competencies ◽  
Actionable Knowledge ◽  
Know How ◽  
The Core ◽  
Knowledge Strategy ◽  
Methods And Techniques ◽  
Proven Method ◽  
Clear Description

Although it is widely accepted that alignment of knowledge with corporate strategy is necessary, to date there have been few clear statements on what a knowledge strategy looks like and how it may be practically implemented. We argue that current methods and techniques to accomplish this alignment are severely limited, showing no clear description on how the alignment can be achieved. Core competencies, embodying an organisation’s practical know-how, are also rarely linked explicitly to actionable knowledge strategy. Viewing knowledge embedded in core competencies as a strategic asset, the paper uses a case study to show how a company’s core competencies were articulated and verified for either inclusion or exclusion in the strategy. The study is representative of similar studies carried out across a range of organisations using a novel and practically proven method. This method, StratAchieve, was used here in a client situation to show how the core competencies were identified and tested for incorporation or not in the strategy. The paper concludes by considering the value of the approach for managing knowledge.

scholarly journals Using the view of Business Process Management (BPM) for process improvement in the shipping industry and offshore construction sector: a case study of the Rio Grande (RS) naval pole

2019 ◽  
Vol 26 (4) ◽  
Author(s):  
Jéssica Carvalho da Silva ◽  
André Andrade Longaray ◽  
Paulo Roberto Munhoz ◽  
Tiago Machado Castelli
Keyword(s):  
Data Collection ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
General View ◽  
Shipping Industry ◽  
Structured Interviews ◽  
Qualitative Nature ◽  
A Company

Abstract The current study describes the mapping and analysis processes of a company in the Brazilian shipbuilding and offshore construction sectors, according to Business Process Management assumptions. As for methodology, applied research using a case study, where semi-structured interviews were conducted as data collection tools. As for the interview scripts, six process parameters were established and used for data collection, which was of qualitative nature. Creation of the flowchart, resorted to the standard flowgram tool ANSI, this allowed for detailed viewing of the activities that compose the process as well as a general view of the process.

scholarly journals IDENTIFYING EA PRINCIPLES USING SWOT ANALYSIS (CASE STUDY OF E-COMMERCE PT. XYZ)

2015 ◽  
Vol 11 (2) ◽  
pp. 52
Author(s):  
Rini Setyaningsih ◽  
Basuki Rahmad
Keyword(s):  
Enterprise Architecture ◽  
Swot Analysis ◽  
Core Competencies ◽  
Business Practice ◽  
Analysis Method ◽  
The Real ◽  
A Company ◽  
Resource And Environment ◽  
Real State

In current business practice, an integration between business and IT is important. Enterprise Architecture (EA) is one of the study that synergize IT and business. The principle will be use as the main base to designing appropriate EA. Before describing these principles, it is necessary to understand the real state of a company. It aims to make the situation as one as of benchmarks to describing state of the target. After designing state of the target, it will make processes of designing EA for a company is easier. This paper will use the SWOT analysis method to recognize their core competencies in order to determine the direction of an organization by analysing and positioning the organization’s resource and environment on four regions : Strengths, Weaknesses, Opportunities, and Threats. After an SWOT assessment, a mapping obtained wich that determines which quadrant position of the company. Every quadrant position will describe different strategies each other. From the obtained strategy, it will be describing target principles according to the position of a company based on the SWOT analysis. So the design EA for a company can start with a precise principles foundations.

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