Examines the organization as a system of interrelated competences. Argues that strategic development, rather than following on the making of product‐market choices, might be better achieved through the measuring, improving and monitoring of a range of critical competences.

Draws together a number of themes from mainstream strategy literature and synthesizes them into a new model of the comprehensively competent organization. Argues that it is a key role of the strategic leader to ensure that his/her organization possesses a wide range of generic competences (to an...

Observes that, as we move through the 1990s, a “competence‐based” view of strategic management is emerging and gathering force. Explains the underlying idea which organizational success is not only due to competitive market offers and activities but more to organizational skills which...