Case Analysis With Discussion: What Are the Core Skills, Competencies, and Capabilities of Trader Joe’s?
Wolfe (2009, p. 63) calls on leaders at all levels of an organization to “view the organization as a living system, directing the flows of energies [passions and skills] within that body of people and transforming their collective energy [relationships and shared values] and effort into the products and services brought to the marketplace [to meet the organization’s Soulful Purpose].”
As such, it is critical to analyze what skills, competencies, and capabilities an organization actually has, and how these energies can best be tapped to ward off external threats, seize on opportunities, and navigate into new “blue oceans” of value creation. Indeed, all strategic (or not strategic!) action, and all value creation by an organization, is done through the application of skills (what individual people can do [think in terms of active verbs]), competencies (what groups of individuals can do[think organization functions]), and capabilities (what supporting plant, machinery, software, and systems/processes, etc.) can do.
Indeed, in the iterative, feedback and feed-forward five-question strategy playbook framework, one of the central questions is, which capabilities must be in place (to win)? (What skills, competencies and capabilities do you need now, and in the future?) It is to this central question that we turn to this week’s case study.
To prepare for this Discussion:
By Day 3, post a polished skills, competencies, and capabilities analysis that responds to each of the prompts below:
Be sure to integrate concepts and quotes from this week’s readings. To obtain an exemplary assessment, you must also integrate at least one resource from the Walden MBA Program Capstone Bibliography as well.
General Guidance: Your original post, due by Day 3, will contain two elements:
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