Which of the following is not accurate as concerns a company's competencies and capabilities? The imperatives...

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Which of the following is not accurate as concerns a company's competencies and capabilities? The imperatives of keeping a company's capabilities matched to ongoing changes in both market conditions and its own circumstances, coupled with the normal buildup of knowledge and experience over time, make it appropriate to view a company as a bundle of evolving capabilities and competencies. Competencies and capabilities have to be refreshed, modified, or even phased out and replaced if a company expects to stay abreast of ongoing changes in market and competitive conditions, successfully combat competitors' newly launched offensives, keep the company's resource/capability portfolio in step with changes in the company's own strategy, and have any prospect of building a competitive edge over rivals grounded in superior resources and capabilities. When a company succeeds in hiring talented employees and training them properly, competencies and capabilities tend to blossom quickly and, once put in place, can last for a decade or more. The momentum that comes from astute and timely managerial efforts to create a competitively formidable portfolio of resources and capabilities is often sufficient to keep a company's sales and profit performance humming. Successfully confronting the challenge of building a dynamically evolving set of competencies and capabilities with maximum competitive power in the marketplace involves making capability-building a companywide priority, deciding when and how to recalibrate existing resources and capabilities, and remaining on the lookout for opportunities to develop new or innovatively-enhanced resources and capabilities with potentially high competitive value. n C C 0 OORRE =Ar Which of the following is not accurate as concerns a company's competencies and capabilities? The imperatives of keeping a company's capabilities matched to ongoing changes in both market conditions and its own circumstances, coupled with the normal buildup of knowledge and experience over time, make it appropriate to view a company as a bundle of evolving capabilities and competencies. Competencies and capabilities have to be refreshed, modified, or even phased out and replaced if a company expects to stay abreast of ongoing changes in market and competitive conditions, successfully combat competitors' newly launched offensives, keep the company's resource/capability portfolio in step with changes in the company's own strategy, and have any prospect of building a competitive edge over rivals grounded in superior resources and capabilities. When a company succeeds in hiring talented employees and training them properly, competencies and capabilities tend to blossom quickly and, once put in place, can last for a decade or more. The momentum that comes from astute and timely managerial efforts to create a competitively formidable portfolio of resources and capabilities is often sufficient to keep a company's sales and profit performance humming. Successfully confronting the challenge of building a dynamically evolving set of competencies and capabilities with maximum competitive power in the marketplace involves making capability-building a companywide priority, deciding when and how to recalibrate existing resources and capabilities, and remaining on the lookout for opportunities to develop new or innovatively-enhanced resources and capabilities with potentially high competitive value. n C C 0 OORRE =Ar

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