Abstract
M.B.A.
This dissertation evaluates the aim:
Organisations engaged in transformation need to connect competency with their
change framework and that this influences the quality of the contribution made towards competitive advantage
Companies who use change methodologies actually cultivate their distinct capabilities / competencies through these initiatives and if 3m are these similar to actual theories documented and if no how can this be incorporated into a model.
This dissertation places the research into context by focusing on the identification of past theory, methodology and examples and by comparing this to three chosen companies to establish its credibility and usefulness. Primary data for the comparison was obtained through separate case study interviews. This data surrounded areas such as — core competency development, retention and acquisition and its association with competitive advantage, the basic understanding of the change initiative, method used and finally the actual change process employed.
An extensive literature research was conducted to review current global thinking
and knowledge on change, distinct capabilities and competencies.
It was concluded that although the companies reviewed did change well only one of the three linked competence through its change processes. The other developed its capabilities through a variety of change programmes ( in this case intentional), it could therefore qualify that it had in fact used change to develop a competence, and that therefore a model such as the one formulated has a basis for development