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This involves identifying the key competencies within the organisation, that is, those which are difficult to imitate, and are not accessible in the marketplace, but which are at the core of the company’s offer. Our experience shows that these key competencies lie in the ‘tacit’ elements of the organisation: the processes, the empirical know-how, the culture, etc.
It is then important to ensure that good practices and reusable knowledge are formalised, validated and communicated, and ensure that ‘guardians of good practice’ are appointed, to be responsible for periodically updating the content, as new experience is gained. This is a long, arduous process, but it brings results.
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