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Session
2:
Capabilities Analysis
In this session we argue that the true starting point for strategic
analysis in the technology
company is capabilities analysis. We introduce alternative approaches to zeroing in on the
firm's core competencies and illustrate how an understanding of these competencies can
guide the search for applications and markets.
Readings: ® = required; scan =
read introduction and conclusions; scan inside pages;
(o) = optional;  = Adobe Acrobat File.
Scan:
Pralahad,
C. K. and Gary Hamel, "The Core Competence of the Corporation," Harvard
Business Review, May-June, 1990, 79-91.
Shenhar,
Aaron and
Paul S. Adler, "The Technology Base of the Company," Handbook
of Technology Management, Gerald H. Gaynor, ed., New York:
McGraw-Hill 1996, Chapter 4.
 Treacy,
Michael and Fred Wiersema, "How Market Leaders Keep Their Edge,"
Fortune, February 6, 1995, 88-98.
Heuss,
V. and V. K. Jolly, "Commercializing Multifaceted Technologies Through
Partnerships," International Journal of Technology Management, v. 1-2, 1991.
Read pp. 59-65.
Required for class discussion
(®):
Discussion Question (Post replies and comments under
this discussion thread on Prometheus):
Based on the Hardy article above, use the tools described in the lecture notes for this
session to define Qualcomm's core competencies. Would you recommend that Qualcomm exit the
cell phone and/or "infrastructure" businesses?
Post Mortem (to be posted following discussion):
Qualcomm
Hits The Big Time (Fortune, May, 2000)
"Qualcomm to Shed
Chip-Set Business" (WSJ, 7/26/00)
Lecture Notes:
Capabilities
Assessment (cap.ppt)
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