Question

Which of the following is not one of the traits of the capability-building process?

A. Core competencies or capabilities are usually the product of astute company efforts to hire and train talented employees
B. Normally, core competencies and competitive capabilities emerge incrementally as a company acts to bolster skills that contributed to earlier successes or acts to respond to customer problems, new technological or market opportunities and the competitive maneuvers of rivals
C. Core competencies or capabilities are most often bundles of skills and know-how that grow out of the combined efforts of cross-functional work groups and departments that perform complementary activities at several places in the firm's value chain
D. The key to leveraging a core competence into a distinctive competence (or transforming a capability into a competitively superior capability) is concentrating more effort and talent than rivals on deepening and strengthening the competence or capability so as to achieve the dominance needed for competitive advantage
E. Evolving changes in customer needs and competitive conditions often require tweaking and adjusting a company's portfolio of competencies and intellectual capital to keep its capabilities freshly honed and on the cutting edge

Answer 1

The correct answer is A. Core competencies or capabilities are usually the product of astute company efforts to hire and train talented employees.

Step-by-step explanation:

The correct answer is A. Core competencies or capabilities are usually the product of astute company efforts to hire and train talented employees.

Core competencies and competitive capabilities emerge incrementally as a company acts to bolster skills that contributed to earlier successes or acts to respond to customer problems, new technological or market opportunities, and the competitive maneuvers of rivals (option B).

Core competencies or capabilities are most often bundles of skills and know-how that grow out of the combined efforts of cross-functional work groups and departments that perform complementary activities at several places in the firm's value chain (option C).

The key to leveraging a core competence into a distinctive competence (or transforming a capability into a competitively superior capability) is concentrating more effort and talent than rivals on deepening and strengthening the competence or capability so as to achieve the dominance needed for competitive advantage (option D).

Evolving changes in customer needs and competitive conditions often require tweaking and adjusting a company's portfolio of competencies and intellectual capital to keep its capabilities freshly honed and on the cutting edge (option E).