To speed up business growth, high mature organizations won’t imitate, but shape their unique set of dynamic capabilities to build the organization’s strengths in core areas and differentiated competency.
In order to improve business performance and maturity, upgrade organizational capabilities with repurpose, realignment, and reconfiguration. The goal is to ensure that strategic goals can be accomplished quickly and consistently and reach the next business growth cycle effortlessly.
Alignment and realignment: People, process, technology, culture, are all critical elements of business success, alignment is a continuous process that demands continuous attention. With a dynamic business environment, it’s important to deliberately close alignment among the company’s strategic direction, its products and services to execute the capability-based strategy. Strategic planning is more dynamic than ever nowadays to adapt to the fast changing environment. It is a persistent and pervasive problem that demands an ongoing process/capability alignment to. Thus, aligning and realigning enterprise resources, value chain, capability based on business priority is an important process to accelerate the speed of changes.
There are strategic capability and tactical capability; tactical capability necessities keep the lights on; strategic capability differentiates the business from competitors; organizations that have a more mature strategic capability alignment through process integration, talent collaboration, or relationship harmony, etc, tend to be more responsive to the business dynamic, ensure that business strategies adapt effectively and efficiently together. The more effortlessly you can align, optimize, integrate, the closer you can accelerate performance and lead changes consistently.
Configuration & reconfiguration: To avoid reinventing the wheel and expedite business capability development cycle, it needs to break down outdated processes, and reconfigure different pieces of components to shape differentiated capabilities. Processes underpin capabilities. Business capabilities often include dependencies, one is part of another, or depends on another. One of the building blocks of dynamic capability are processes for coordination, integration, and reconfiguration. The important business processes need to be reviewed regularly, refined regularly, and are transparent across the business for improving organizational maturity.
In reality, there are unknown and very high inner dynamics in business complexity. If the underlying structures and processes are dynamic and flexible, the business capabilities can be reconfigured dynamically without reinventing the wheel. Dynamic Capability is a firm-specific asset that is difficult, if not impossible, to imitate due to the degree of organizational learning, unique culture ingredients. It can be built via sensing changes within the business ecosystem. It's important to understand interfaces and interactions associated with complex business management, engenders new perspectives, to turn organizational “theories” into tangible management processes and practices.
Purpose & repurpose: Businesses are the systems; a system has a purpose. The purpose itself is multidimensional, to keep the business firm and mature. Business capability management is an effective discipline enabling the business to achieve its purpose. Purpose can be revised or expanded to fit for the emerging events or drive desired changes. If needed, repurpose, realign and configure well-designed business components and systems to support “self-adaptive” problem-solving. To make the business more purpose driven, the high-mature set of business capabilities can make organizations more adaptable to fulfill their strategy.
Business purpose should be revealed in corporate culture – the collective mindset, attitude, and behavior, and achieved by business capabilities. Business processes impact on capability effectiveness, and the people factor about collective capability effectiveness and maturity. To continually fit for the purpose, organizations should consolidate, modernize, integrate, innovate, and optimize business processes, products, services into dynamic business capabilities all the time, make proper adjustment to the changing environment, and unlock business performance.
To analyze and synthesize capabilities, it’s important to deploy organizational assets & resources in combination and disentangle dynamic capabilities in clusters of processes and managerial orchestration. To speed up business growth, high mature organizations won’t imitate, but shape their unique set of dynamic capabilities to build the organization’s strengths in core areas and differentiated competency.
There are strategic capability and tactical capability; tactical capability necessities keep the lights on; strategic capability differentiates the business from competitors; organizations that have a more mature strategic capability alignment through process integration, talent collaboration, or relationship harmony, etc, tend to be more responsive to the business dynamic, ensure that business strategies adapt effectively and efficiently together. The more effortlessly you can align, optimize, integrate, the closer you can accelerate performance and lead changes consistently.
Configuration & reconfiguration: To avoid reinventing the wheel and expedite business capability development cycle, it needs to break down outdated processes, and reconfigure different pieces of components to shape differentiated capabilities. Processes underpin capabilities. Business capabilities often include dependencies, one is part of another, or depends on another. One of the building blocks of dynamic capability are processes for coordination, integration, and reconfiguration. The important business processes need to be reviewed regularly, refined regularly, and are transparent across the business for improving organizational maturity.
In reality, there are unknown and very high inner dynamics in business complexity. If the underlying structures and processes are dynamic and flexible, the business capabilities can be reconfigured dynamically without reinventing the wheel. Dynamic Capability is a firm-specific asset that is difficult, if not impossible, to imitate due to the degree of organizational learning, unique culture ingredients. It can be built via sensing changes within the business ecosystem. It's important to understand interfaces and interactions associated with complex business management, engenders new perspectives, to turn organizational “theories” into tangible management processes and practices.
Business purpose should be revealed in corporate culture – the collective mindset, attitude, and behavior, and achieved by business capabilities. Business processes impact on capability effectiveness, and the people factor about collective capability effectiveness and maturity. To continually fit for the purpose, organizations should consolidate, modernize, integrate, innovate, and optimize business processes, products, services into dynamic business capabilities all the time, make proper adjustment to the changing environment, and unlock business performance.
To analyze and synthesize capabilities, it’s important to deploy organizational assets & resources in combination and disentangle dynamic capabilities in clusters of processes and managerial orchestration. To speed up business growth, high mature organizations won’t imitate, but shape their unique set of dynamic capabilities to build the organization’s strengths in core areas and differentiated competency.
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