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The author presents the empirical findings of a study on competence development in companies that participated in a cooperative project dedicated to 'Competence development towards economic change: structural changes in in-company continuing training'. The study explored the impact of specific company characteristics on employee competence and flexibility. The flexibility of 140 enterprises was assessed, as was the competence and flexibility of 400 employees working in areas of production and planning at 20 companies. The results suggest that social competence is often overestimated as a factor in mastering optimisation tasks and that individuals do not take advantage of the decision-making opportunities at their disposal. The study also shows that practical measures are often not implemented to solve problems.