Michael E. Raynor

For all the insight it offers, core competence thinking can be limiting. Specifically, for a firm’s core competence to be a source of competitive advantage, it must contribute to a firm’s ability to deliver improvements that relate the current basis of competition in an industry. In other words, it is not much use being good at something if no one wants to pay you to do it. Staying competitive as the basis of competition shifts does not mean getting better and better at the same thing. It means learning the new skills and competencies needed to provide the kind and level of performance that consumers will pay for.

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