Distinctive Competence

Distinctiveness is a relative concept – an organization is distinctive with respect to a benchmark established with reference to aspirations. For example, an organization may aspire to become the largest organization of its type in a region. Thus, one aspect of distinctiveness will be related to other organizations within that region, as this is their benchmark – not elsewhere in the world. However the benchmark for distinctiveness may change as the business model or livelihood scheme is explored – aspirations may become more ambitious as the group discovers that its distinctive competences are more distinctive than they had thought. Alternatively, sometimes a group realizes that they are not exploiting their distinctiveness as fully as they might, because they have not appreciated fully the nature of their distinctiveness.

The opposite may also occur. Here, a group discovers that much of what is distinctive is also useless in relation to their current aspirations. Many distinctive competences of an organization grow over time and the organization becomes so proud of them that they forget why they needed them. Distinctiveness is therefore relative to a benchmark, usually with respect to other organizations, existing or potential, as defined by the aspirations, rather than to any absolute criterion. This means that aspirations can subsequently be changed to become less demanding if increasing distinctiveness is difficult to come by. Exploring distinctive competences and aspirations must therefore be done together.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight