dynamic-core-competencelisted

# Dynamic Core Competence ## Overview Core competence (Prahalad & Hamel, 1990) becomes *dynamic* when you recognize that competences decay, markets change what they reward, and building sequence matters. The common failure: treating competence as a static asset — identify once, defend, leverage indefinitely. Leaders in one technology cycle become entrenched incumbents in the next, not because they stopped being competent but because the market stopped rewarding what they held. **Skill composition:** Use AFTER [porters-five-forces] to know what the market structure rewards. Use WITH [second-order-thinking] to trace which competences become obsolete as markets evolve. Use BEFORE [okr-goal-setting] — OKRs must target specific competence dimensions. ## When to Use - Assessing whether a current competitive position will survive a technology or market inflection - Allocating capability-building investment across multiple potential dimensions - Pre-fundraising: articulating a specific, testable moat to investors - Post-acquisition: diagnosing which acquired competences are genuinely core vs. will decay - Any time someone says "our competitive advantage is [quality/service/brand]" without specifying the mechanism **When NOT to use:** - Operational decisions that do not affect competitive position - Market too new to assess competence importance trajectories (use lean experimentation) - Executing an already-defined capability investment (use project management) ## Coaching Novi