CORE COMPETENCY ANALYSIS Presented by You Exec SKILLS

CORE COMPETENCY ANALYSIS Presented by You Exec

SKILLS & INTRODUCTION KNOWLEDGE BASE Core competency can be defined as a harmonized combination of multiple resource and skills that distinguish a firm VALUES & in the marketplace. Core competencies NORMS are the foundation of an organization’s competitiveness. TECHNICAL MANAGERIAL SYSTEMS

CORE COMPETENCIES COMPETITIVE ADVANTAGES Specific set of skills or knowledge Favorable conditions compared to rivals Limited scope and short term measure Far-reaching scope and long term measure Places company over rivals in one market Allows company to gain presence in multiple markets CORE COMPETENCIES + COMPETITIVE ADVANTAGE = LONG-TERM SUCCESS

Pre-launch competency Launch company CORE COMPETENCIES Life cycle management competency Personal development skills Skills in creating scientific events CORE POTENTIAL Skills in clinical development Skills in management of sales force Training skills for reps & internal staff Knowledge reps Perception of quality, safety, innovation on a corporate level COMPETITIVE ADVANTAGE Perception of a leading company Patient education Product features such as effectiveness, safety, compliance, convenience

COMPETENCY TREE Business 2 04 Business 3 06 05 02 Leaves = End products 03 Branches = Core products 07 Trunk = Core business 08 Business 1 Roots = Core competency 01 Competence 2 Competence 3 Competence 4

COMPETENCY MODEL low S T R U C T U R A L C O M P L E X I T Y high general Multi-level leadership competency models Professional or technical core competencies Value-based competency models Core competency models LANGUAGE specific Multi-level technical or professional role based competencies Technical or professional role based competencies

SELECTION PROCESS Your mission & Understand Draft your core Validate your core Preach the core Implement the core vision your business competencies statements • Strong core competencies • Really understand what • Brainstorm, meeting, needs a clear perspective of your organization does, survey or competency where you plan to go how it does it and who software can also help does what with this process • Specify your vision and mission to help understand your core competencies • Complete a thorough job • From there, identify. core • Validate the core competencies defined. • This can be done with the help of feedback received from employees or clients • Take every opportunity to get the word out on the new competencies and how they can be used in your organization • Publicize core • Must be integrated into regular business practices to make a difference • Including competencies in everyone’s performance analysis of all active roles employee competencies evaluations, reorganizing to better understand what that will push the competencies and use production line or having everyone does organization forward. them in daily business clients more involved in a life planning process a

CORE COMPETENCY core competency competencies but have identified potential ones You have not identified any existing or potential core competencies 2 3 ACTIONS You have no core 1 SITUATIONS If you already have a ANALYSIS 1 2 3 Identify how to develop and improve each core competency Identify which core competency it makes sense to invest in and develop Involve more people in the discovery process, such as customers or outside facilitator

ACTIONS SITUATIONS CORE COMPETENCY ANALYSIS Existing core competency Potential core competency Identify how to develop and Identify which core competency it improve each core competency makes sense to invest in and develop Try again, this time involve more people in the discovery process, such as customers and outside facilitator

• Strategic perspective • Planning • Organizing • Decision making • Relationship development MANAGEMENT ORGANIZATION SKILLS • Strategy/objectives • Operations & value chain • Culture • Decision making processes • Stakeholders • Assessment methods • Leader • Research & analytics • Visionary • Financial analysis • Influencer/motivator • Risk modification • Negotiator • Data interpretation • Innovator • Behavior modification • Facilitator • Information systems • Inquisitive TECHNICAL • Standards and frameworks • Adaptation approaches • Process & solutions • Subspecialties ATTRIBUTES SKILLS • Business model Performance management RISK BUSINESS • MANAGEMENT KNOWLEDGE • Economics • Functional areas

MANAGEMENT SKILLS ORGANIZATIONAL SKILLS • Strategic perspective • Strategy/objectives • Planning • Operations & value chain • Organizing • Culture • Decision making processes • Relationship development • Stakeholders TECHNICAL SKILLS ATTRIBUTES CORE • Leader • Visionary COMPETENCIES • Influencer/motivator • Negotiator Data interpretation • Innovator • Behavior modification • Facilitator • Information systems • Inquisitive • Assessment methods • Research & analytics • Financial analysis • Risk modification • RISK MANAGEMENT BUSINESS KNOWLEDGE • Standards and frameworks • Business model • Adaptation approaches • Performance management • Process & solutions • Economics • Subspecialties • Functional areas

COMPETENCY TO PRODUCTS COMPANY COMPARISON Core competencies COMPANY A COMPANY B COMPANY C Ability to miniaturized consumer electronics Indexing technologies & large-scale hardware Core products End products Portable music device Product name A Cloud based productivity tools Product name B Strong brand Easy plug-and-play taste-making “authority” web design tools Product name C

CORE COMPETENCY DEVELOPMENT PROGRESS 1 2 3 4 5 Define internal capabilities that are strategically positioned to deliver sustainable value. Perform a core competency review throughout the organization and evaluate its strengths and weaknesses. Compare with other companies with similar capability to ensure development of key competencies are targeted. Establish a roadmap for the organization thereby setting goals for competence building. Promote all-inclusive participation in development of core competencies across the organization. 68% 30% 65% 70% 25%

LEADERSHIP CORE EXECUTIVE COMPETENCIES MANAGER LEADING External awareness Big picture/vision ORGANIZATION Strategic thinking Entrepreneurship SUPERVISOR MANAGING PROGRAMS Technology mgmt. Financial management Creativity & innovation Partnering/political savvy PROJECT MANAGING PEOPLE Human resource mgmt. Leveraging diversity Conflict management Service motivation Developing others Team building MANAGING PROJECTS Customer service Technical creditability Decisiveness Influencing/negotiating CORE LEADERSHIP COMPETENCIES Integrity/honesty interpersonal Skills continual learning MANAGING SELF

Strategic planning Financial management Information governance & records management Vendor Management Cross-functional alignment Knowledge management COMPANY CORE COMPETENCIES Litigation support & IP management Technology & process support Service delivery & alternative support model Data Analytics Communications Organizational design, support & management

TESTING CORE COMPETENCIES 1 3 Competency 2 Competency 3 Competency 1 Competency 2 Competency 3 Does it provide customer benefits? 2 CRITERIA Competency 1 Is it difficult to imitate? Can it be leveraged widely?

CORE COMPETENCIES ANALYSIS 1 Ability to produce cutting edge and trend-setting designs 2 target high-value low-maintenance customers with database technologies 3 Quality management programs for design and manufacturing 4 Respond rapidly to competitive product launches

CORE COMPETENCY TABLE ANALYSIS COMPETENCIES What are our key strengths (technologies, assets, business model, capabilities etc. ) ? DESCRIPTION IMPORTANCE DEFENSIBILITY COMP. STRENGTH What does this competency How strategic is it for the future? Can competitors copy it? 15+ = strategic capability allow us to do ? (1=Low; 10=High) (1=Easy; 10=Hard) & likely differentiator 10 5 15 4 2 6 2 4 6 1 10 11 1 1 2