Executives are increasingly being asked to define the core competencies of their companies and often have difficulty coming up with convincing answers. This is not surprising. While core competency theory is powerful, the best methods of employing the thinking in organisations have not been elucidated. What is needed is a method and tools for carrying out a core competency assessment. The method described in this paper is applicable to almost all core competencies, whether they are technical or non-technical in nature and whether they are currently available to the company or will need to be developed in the future. It provides an approach that is not only effective and pragmatic but that can ultimately be the basis for an integrated approach to the development of business and technology strategies.
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