Core Strategy undertakes to capture the skills / competencies of executives by highlighting the most appropriate of them, for the implementation of strategy development, because all efforts succeed or fail because of the people involved in key positions to achieve the goals.

Fortune Magazine reports that "... the biggest mistake (of the executives) was the failure to place the right people in the right places, in connection with a relative failure to repair the staff problems in time."

Core Strategy captures the skills of executives, in order for them to successfully fulfill their tasks, contributing to the implementation of the company’s strategy and any reorganization process. If the implementation of the strategy is done in the absence of human factor, instead of growth and productivity improvement, inactivity occurs and the whole effort ends in failure.

The skills of an executive within a business are influenced by the personality of the executive, the ability to absorb messages from his/her environment, the ability to filter the information he/she receives and the ability to make the right decisions, always aiming at implementing the company's strategy and mobilizing all the company's resources for that purpose.

Development of the executives in order to support and implement the strategy

From the part of the executives, constant development and improvement of their performance is required, so that they provide the expected results. It is proven that only 20% of the executives give the 70% of the total added value in a company and that this 20% is composed by key – executives in the implementation of the company’s strategy that have developed their skills and can make good use of their knowledge and experience as well as the abilities – skills of the members of their Group for the implementation of targets.

The next 50% of the executives provide 25% of the added value, being the main production personnel of the company, while the rest 30% of the executives give the 5% of the added value and are the more vulnerable in any acquisition or re-engineering of the company.

In the age of market internationalization, rapid expansion of information and communication technologies and tough competition, the executives that do not make the better use of their skills and stay stable (in other words those who are below the top 40% of the executives) are in danger of not only being out of their company, but also out of the market.