Mapping distinctive competencies: a systemic approach

The paper discusses the role that formal modelling, both qualitative and qu antitative, and the use of a group support system can play in developing st rategic direction. In particular the paper focuses on the modelling of comp etencies as patterns and the way in which patterns often express the distin ctiveness of competencies. The relationship between patterns of competencie s and the goals of an organisation are explored as the basis for establishi ng core distinctive competencies and for developing and exploring the busin ess model which will inform strategic direction. As an introduction the nat ure of strategic management is discussed, as it relates to the role of mode lling competencies.