I think you are saying something like: “outsourcing is a managerial task, therefore bottlenecks on outsourcing are by definition bottlenecked on management.”
I think this is true, but I don’t think it’s the most helpful way of phrasing it. E.g. many biology labs can’t outsource their research (or even have it be replicated by labs which are almost identical) because their work relies on a bunch of tiny things like “you should incubate the cells at 30°C except if you notice some of them starting to turn a little yellowish increase the heat to 32°C but then also you maybe need to add this nutrient bath…”
You could argue that documenting these procedures is a managerial task, and therefore the outsourcing is bottlenecked on management – again, I think this is true, but it seems more insightful to describe these biological procedures as a core competency of the lab. (To me, at least, YMMV.)
I suppose “management complexity/demand” might indeed be a bit too narrow, but either way it just feels like you’re basically trying to define “core competency-ness” as “difficulty of outsourcing this task [whether for management demand or other reasons],” in which case I think it would make more sense to just replace “core competency-ness” with “difficulty of outsourcing this task.”
My worry is that trying to define “core competency-ness” that way feels a bit unintuitive, and could end up leading to accidental equivocation/motte-and-baileys if someone who isn’t familiar with management theory/jargon interprets “core competency” as important functions X, Y, and Z, but you only mean it to refer to X and Y, reasoning that “Z is some really core part of our operation that we are competent at, but it can be outsourced, therefore it’s not a core competency.”
I think you are saying something like: “outsourcing is a managerial task, therefore bottlenecks on outsourcing are by definition bottlenecked on management.”
I think this is true, but I don’t think it’s the most helpful way of phrasing it. E.g. many biology labs can’t outsource their research (or even have it be replicated by labs which are almost identical) because their work relies on a bunch of tiny things like “you should incubate the cells at 30°C except if you notice some of them starting to turn a little yellowish increase the heat to 32°C but then also you maybe need to add this nutrient bath…”
You could argue that documenting these procedures is a managerial task, and therefore the outsourcing is bottlenecked on management – again, I think this is true, but it seems more insightful to describe these biological procedures as a core competency of the lab. (To me, at least, YMMV.)
I suppose “management complexity/demand” might indeed be a bit too narrow, but either way it just feels like you’re basically trying to define “core competency-ness” as “difficulty of outsourcing this task [whether for management demand or other reasons],” in which case I think it would make more sense to just replace “core competency-ness” with “difficulty of outsourcing this task.”
My worry is that trying to define “core competency-ness” that way feels a bit unintuitive, and could end up leading to accidental equivocation/motte-and-baileys if someone who isn’t familiar with management theory/jargon interprets “core competency” as important functions X, Y, and Z, but you only mean it to refer to X and Y, reasoning that “Z is some really core part of our operation that we are competent at, but it can be outsourced, therefore it’s not a core competency.”