Every year, Filipino companies gather for strategic planning. Slides are polished. Targets are set. Goals sound ambitious. But here’s the problem: many plans are built on trends, not on strengths. Leaders look at what competitors are doing and say, “Let’s do that too.”
That approach rarely works. Why? Because you can’t win by copying. You win by knowing—and using—what you do best.
That’s where core competencies come in.
Companies that identify their core competencies create sharper strategies, stronger execution, and more sustainable results. I’ve taught leaders how to use competency mapping to uncover the organizational strengths that set them apart.
And the lesson is always the same: when you build your plan on your true strengths, you don’t just survive—you thrive.
Why Core Competencies Matter in Strategic Planning
So, why do core competencies matter? Because they make your plan real.
Without them, a strategic plan is just numbers and slogans. It may look exciting, but it’s generic. Anyone can write, “Be the number one in the industry” or “Deliver world-class service.” The question is: can you back it up with unique strengths your competitors can’t match?
Core competencies are those strengths. They are the skills, processes, and cultural advantages that give you an edge. They are valuable, rare, and hard to copy.
Strategy is about making choices—where to play and how to win. But you can’t make those choices wisely without knowing what you’re best at. As Playing to Win explains, every strategy needs a foundation. Core competencies are that foundation.
A cooperative with deep community trust can roll out new financial services faster than a commercial bank entering the same town. Why? Because trust is their competency. It’s not written in the balance sheet, but it drives real advantage.
When you identify your core competencies, you stop spreading your efforts thin. You stop chasing every shiny idea. Instead, you double down on what you do best—what no one else can easily take away. That’s what turns a plan from generic to powerful.
From Many Skills to Core Strengths
Not everything you do well is a core competency.
Your company may have many skills. You may deliver projects on time, manage budgets, or provide customer service. Those are good—but they may not set you apart.
A core competency is different. It must pass three tests:
- Valuable – Does it matter to your customers?
- Unique – Does it make you stand out from competitors?
- Hard to Copy – Is it difficult for others to imitate?
If it fails any of these tests, it’s not core—it’s just a basic skill.
Think of basketball. Every player can dribble, pass, and shoot. But Michael Jordan’s edge was not just shooting. It was the rare ability to perform under pressure, to lead when it mattered most. That was his core competency.
Companies are the same. Don’t confuse routine skills with your real edge. A printing shop may offer fast turnaround—that’s nice, but easy to copy. But if they’ve built trust over decades with schools and government agencies, that’s harder to beat.
Stop calling everything you’re good at a core competency. Focus only on the few strengths that truly give you an advantage.
Core Competency Finder
How do you know what your core competencies really are? Here’s a tool you can use in your next planning session.
Step 1: List Your Strengths Gather your team. Write down everything your company does well. Don’t filter yet—just list them.
Step 2: Check Value Ask: “Which of these strengths matter most to our customers?” If customers don’t care, it’s not core.
Step 3: Check Uniqueness Ask: “Which of these make us different from competitors?” If everyone else can claim it, it’s not core.
Step 4: Check Hard-to-Copy Ask: “Which of these would be hard for others to copy or replace?” If it’s easy to imitate, it won’t give you long-term advantage.
Step 5: Choose Top 2–3 Circle the two or three strengths that passed all tests. Those are your core competencies. Build your strategy around them.
Example: A Filipino logistics company listed 10 strengths. After testing, they realized their real core was:
- A nationwide network of trusted local drivers (hard to copy).
- A culture of malasakit—drivers who go the extra mile for clients (valuable and unique).
These two became the foundation of their strategy. Everything else was nice to have, but not core.
Turning Core Competencies Into Strategy
Finding your core competencies is only the first step. The real value comes when you use them to shape your strategy.
Here’s how:
1. Marketing – Tell the World What Sets You Apart
Your message should highlight your competencies, not generic claims.
- Example: Instead of saying “We deliver fast,” a courier company could say, “We reach every barangay—even on rough roads—because of our trusted local network.”
2. Operations – Double Down on Strengths
Put resources where your edge is strongest.
- Example: If your core competency is reliability, invest in quality control and customer support systems.
3. HR – Hire and Train for Competencies
Recruit and develop people who can strengthen your edge.
- Example: If your core competency is customer care, train staff to show malasakit in every interaction.
4. Innovation – Build New Products Around Your Core
Use competencies as the launchpad for growth.
- Example: A food company known for Filipino taste could expand into ready-to-cook meals, keeping the same flavor advantage.
When you align your marketing, operations, HR, and innovation with your core competencies, your strategy becomes harder to copy. You’re no longer just competing—you’re building on what you do best.
Stories from Filipino Organizations
Core competencies come alive in stories. Let me share two.
Story 1: Winning with Service
A mid-sized hotel chain in the Visayas faced tough competition from big international brands. They didn’t have the deepest pockets or fanciest facilities. But they discovered their core competency: Filipino-style hospitality with malasakit.
They trained every staff member to treat guests like family. Guests noticed the difference—warm greetings, genuine care, small gestures that made them feel at home. Word spread. Occupancy rates rose, not because they had the biggest rooms, but because they built their strategy on their true strength.
Story 2: Losing by Ignoring the Core
A family-owned printing company in Manila had decades of trust with schools and government agencies. Their core competency was reliability—delivering on time, every time.
But when digital printing became popular, they tried to copy rivals who focused on flashy designs and gimmicks. They lost focus on reliability, missed deadlines, and damaged their reputation. Clients left. Eventually, they realized their mistake. By returning to their core—on-time delivery backed by long-term trust—they regained loyal customers.
Companies grow when they double down on what they do best, and they stumble when they forget it.
Why Filipino Leaders Must Pay Attention
Filipino companies have strengths that often go unnoticed. Many leaders chase global trends or copy what competitors are doing, but they miss the unique competencies already in their hands.
Look at our cultural values:
- Malasakit – When employees show genuine concern for customers, that becomes a powerful competency. Competitors can copy your products, but not the care your people give.
- Bayanihan – Teamwork is natural to us. In companies where bayanihan is alive, projects move faster because people help each other without waiting to be told. That’s a competency outsiders can’t buy.
- Diskarte – Filipino resourcefulness helps teams find solutions even with limited resources. When nurtured, this becomes a competitive edge in volatile markets.
The risk of ignoring competencies is high. Without clarity, companies spread themselves too thin. They chase every opportunity but fail to build lasting strengths. They become “me too” organizations—always following, never leading.
But when leaders pay attention, core competencies become their edge. They guide where to focus resources, how to serve customers, and what makes the company impossible to replace.
That’s why Filipino leaders cannot afford to ignore them. Core competencies are your company’s identity, your story, and your future advantage.
Your Move – Try It Today
You don’t need a long workshop to start finding your core competencies. Try this simple exercise with your team tomorrow:
- List Five Strengths. Write down five things your company does well.
- Circle Two That Customers Value Most. Focus on what truly matters to the people you serve.
- Pick One That’s Hard to Copy. Choose the strength competitors can’t easily imitate.
- Ask One Question: “How can we build our strategy around this?”
That’s it. Simple, fast, and clear. From that one conversation, you’ll see where your true advantage lies.
Core Competencies as Your Edge
Core competencies are the special strengths that make your organization different. And they are the foundation of every strong strategy.
In my work on strategic planning and competency mapping with organizations across the Philippines, I’ve seen the same pattern. Companies that know and use their core competencies move faster, execute better, and outlast their competitors. Those that ignore them get stuck chasing trends, always reacting instead of leading.
Stop spreading yourself thin. Stop trying to be everything. Focus on the few things you do better than anyone else—and build your plan on that.
Strategies can be copied. Products can be imitated. But your true competencies—your superpowers—are yours alone.
If you want to explore how to uncover and use your core competencies in strategic planning, you can find playbooks, tools, and workshops at Strategic Learning Consultants.
Your strengths are already there. The real question is: will you use them to build your future?
