"Every discipline develops standards of professional competence to which its workers are subject. [...] Every scientific community is a society in the small, so to speak, with its own agencies of social control." (Abraham Kaplan, "The Conduct of Inquiry: Methodology for Behavioral Science", 1964)
"A job competency is an underlying characteristic of a person in that it may be a motive, trait, skill, aspect of one’s self-image or social role, or a body of knowledge which he/she uses. The existence and possession of these characteristics may or not be known to the person. In this sense, the characteristics may be unconscious aspects of the person. Because job competencies are underlying characteristics, they can be said to be generic. A generic characteristic may be apparent in many forms of behaviour, or a wide variety of different actions." (Richard Boyatzis, "Competent Manager: A Model for Effective Performance", 1982)
"Decisions should be pushed down as far as possible, to the level of competence. This allows senior managers more time for making decisions of a more complex nature." (Robert Heller, "The Pocket Manager", 1987)
"Every person is going to have a circle of competence. And it's going to be very hard to advance that circle. [...] So you have to figure out what your own aptitudes are." (Charlie Munger, "A Lesson on Elementary, Worldly Wisdom As It Relates To Investment Management & Business. [speech at USC Business School] 1994)
"It is important here to clarify the difference between 'strategic assets' and 'core competences.' Strategic assets are assets that underpin a firm's cost or differentiation advantage in a particular market and that are imperfectly imitable, imperfectly substitutable and imperfectly tradeable. These assets also tend to be market- specific. An example would be Honda's dealer network distributing and servicing its motorbikes. On the other hand, core competences are the pool of experience, knowledge and systems, etc. that can be deployed to reduce the cost or time required in creating or expanding the stock of strategic assets." (Constantinos C Markides, "Related diversification, core competences and corporate performance", 1994)
"Strategy is the serious work of figuring out how to translate vision and mission into action. Strategy is a general plan of action that describes resource allocation and other activities for dealing with the environment and helping the organization reach its goals. Like vision, strategy changes, but successful companies develop strategies that focus on core competence, develop synergy, and create value for customers. Strategy is implemented through the systems and structures that are the basic architecture for how things get done in the organization." (Richard L Daft, "The Leadership Experience" 4th Ed., 2008)
"Having conflicting goals, dedicating resources to unconnected targets, and accommodating incompatible interests are the luxuries of the rich and powerful, but they make for bad strategy. Despite this, most organizations will not create focused strategies. Instead, they will generate laundry lists of desirable outcomes and, at the same time, ignore the need for genuine competence in coordinating and focusing their resources. Good strategy requires leaders who are willing and able to say no to a wide variety of actions and interests. Strategy is at least as much about what an organization does not do as it is about what it does." (Richard Rumelt, "Good Strategy/Bad Strategy", 2011)
"It is important to strengthen the weakest link, to ensure all important business elements integrated and knitted into ongoing organizational capabilities and unique business competency." (Pearl Zhu, "Digital Capability: Building Lego Like Capability Into Business Competency", 2017)
"Professional knowledge and professional competence are the main attributes of leadership. Unless you know, and the men you command know that you know your job, you will never be a leader." (Sam Manekshaw)
"While basic laws underlie command authority, the real foundation of successful leadership is the moral authority derived from professional competence and integrity. Competence and integrity are not separable." (William C Westmoreland)
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