Reinforces the argument that strategic and competitive success demands competence at three levels: content, change and learning. Notes that to achieve this, organizations must draw on a range of generic competences and develop an appropriate mix and measure, and that if they can achieve this they can become both competent and conscious of why they are competent and successful. Points out that this demands effective information management at a number of distinct levels, and the ability of the organization to manage both continuous and discontinuous change. Comments that the latter requires double‐loop learning and involves all members of the organization together with its external stakeholders, and that strategy, structure and style may need to be changed simultaneously. Concludes that the process of competence management must be underpinned by robust measurement, and that while organizations actively measure resource efficiencies, the extent to which they seek to measure all their strategic competences remains an issue.
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