Monday, June 19, 2017

The New Book “Digital Capability - Building the Lego-Like Capability into Business Competency” Quote Collection I

The organization's long-term success is based on a set of differentiated capabilities and its core competency.

The purpose of the book “Digital Capability - Building Lego-Like Capability into Business Competency “ is to provide an insightful understanding of assessing, developing, and managing organizational capabilities in a structural way. The organization’s competency is based on a set of cohesive capabilities and how fast and effective they can be built upon. The high-mature organizational capability is the digital business differentiator, to keep the business unique, competitive, and innovative, to improve business maturity significantly. The capability views enable dot connections and help the business identify “actuality, capability, and potentiality,” build Lego-like capabilities into core business competency and improve the success rate of strategy execution and overall business maturity.


  1. The organization’s competency is based on a set of cohesive capabilities and how fast and effective they can be built upon.
  2. The organization's long-term success is based on a set of differentiated capabilities and its core competency.
  3. Business capabilities enable strategic communication and execution’ it’s part of art and part of science.
  4. Gaining an in-depth understanding of business capabilities helps today’s business leaders craft good strategy and implement it effectively.
  5. The value of capability maps is the ability to identify capability “patterns” of the enterprise to make holistic investment decisions.
  6. The organization’s competency is based on the set of differentiated and cohesive capabilities and how fast and effective they can be built upon.
  7. The quality of the business capability directly impacts the effectiveness of business strategy execution and the digital organizational maturity.
  8. Processes underpin business capabilities, and culture nurtures capability coherence.
  9. A cohesive set of business capabilities builds into business competency.
  10. Metaphorically, organizations are like vegetable gardens, where each capability is a different type of vegetable growing in the garden.
  11. The criteria to evaluate processes need to clearly identify the core competencies and focus more on process optimization opportunities.
  12. There are two sets of business capabilities: Competitive necessity and competitive uniqueness.
  13. Hyper-connectivity is the key characteristics of the digital organization.
  14. Processes underpin business capabilities, and capabilities underpin strategy execution.
  15. Business architecture could become a great executive communication tool.
  16. Capability stands you out; capacity scales you up.
  17. Capability view is for the strategic re-think of “what,” and process view is about the “executable knowing “how.”
  18. Digital organizations today have to strike the right balance of being transactional to keep spinning and being transformational to make a leap.
  19. At the core,” means,” is an implementation and capability is an abstraction.
  20. The capability definition is: “the ability and capacity to realize a measurable result in a specific operational context of conditions.”
  21. Both threshold capability and distinctive capabilities are capabilities that organizations have and are closely related to competencies.
  22. The high performing organizational culture and business capability coherence are the decisive factors for the success of strategy execution.
  23. The digital transformation won’t happen overnight, and the organizational structure optimization takes planning, experimenting, and scaling up.

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