V Skill HF-D4.1-002 transversal 9 kompetencer
Strategic thinking
Analysing developments in the environment, market and technology and deriving strategic choices and alternatives from them for the longer term of an organisation or unit.
Sådan måler hrmforce dette
- Evalueringsmetode
- Assessment centre · rho 0.29 (SD 0.09)
- hrmforce instrument
- Ability Scan, Competency Check
- Kompetence (50-rammeværk)
- Conceptual thinking
- Træningsmuligheder
- medium
- Udsigter for efterspørgslen 2026 til 2030
- rising
Multiple exercises, multiple assessors, dimension-wise scoring.
Adfærdsmæssige ankre
| Niveau | Adfærd på dette niveau |
|---|---|
| N1 Guided | Collects data on market and competitors on request and summarises the main developments for the manager. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Places figures, customer signals and trends side by side and names two or three strategic options with their consequences. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Develops scenarios for the whole organisation, weighs uncertainties explicitly and sets the strategic agenda together with the executive board. sets the standard and the policy · strategic, under high uncertainty · organisation, value chain or profession |
N2 og N4 er bevidst ikke forankret. Bedømmerne placerer dem mellem forankringerne i overensstemmelse med konventionen i O*NET.
Underliggende kompetencer
Disse kompetencer arver vurderingsforløbet og adfærdsankrene fra dette konstrukt.
| T | Kompetence | Definition | Udsigter for efterspørgslen 2026 til 2030 |
|---|---|---|---|
| V | Conducting an environmental analysis PESTEL analysis | Maps the political, economic, social, technological and legal factors that influence the organisation's field of work. | rising |
| V | Making a SWOT analysis SWOT | Sets strengths, weaknesses, opportunities and threats side by side and links strategic choices to that picture. | stable |
| V | Making a competitor analysis Competitive analysis | Analyses the position, offering and pricing of competitors and determines where the own organisation stands out. | stable |
| V | Applying scenario planning Scenario planning | Works out several plausible future scenarios and determines for each which choices remain sensible. | rising |
| V | Weighing strategic options Strategic option appraisal | Compares strategic alternatives on feasibility, return and risk and substantiates a preferred direction. | rising |
| V | Mapping the business model Business model canvas | Describes how the organisation delivers value, to whom, with which resources and at what cost. | rising |
| V | Determining market positioning Market positioning | Chooses which target groups, segments and promises the organisation puts at the centre of its offering. | stable |
| V | Building a strategy map Balanced scorecard | Sets strategic goals, cause and effect links and indicators clearly on one map for the organisation. | stable |
| V | Identifying organisational core competences Core competences | Establishes which knowledge, processes and resources make the organisation valuable and hard to copy. | rising |