The capability view can leverage different perspectives from different roles.
Capability uniqueness: Every surviving professional has certain capabilities; however, only very few demonstrate unique capabilities to reach the high level of capability fluency. Capability developed based on character and natural talent via a series of activities and resources make people feel more confident and effortless, as a unique human being. In the organizational setting, the enterprise consists of a set of capabilities with the right mix of competitive necessity and competitive differentiator to enable strategy execution and accelerate performance.
Individually, to discover the unique competency of people, you need to look at all aspects of their individual traits, work ethic, influence, creativity, experience, capability, performance, as well as the hidden potential they have if given the opportunity to excel within the work environment; their collective uniqueness can help to grow and transform the organization. For their organizations, unique capabilities could be those which are identified as delivering the competitive product, services, solutions and customer experience than competitors, helping the business to differentiate itself from competitors. Differentiated capability/fulfillment can be developed into the brand name of an organization.
Capability integration: Capabilities typically require a combination of organization, talent, processes, resources, and technology to develop. In order to adapt to the ever-evolving changing dynamic, the capability development cycle is significantly shortened. Business professionals should be learning agile, integrating their current skills and capabilities into new capabilities for taking more responsibilities and solving more complex problems. Businesses are able to integrate people-centric processes into dynamic capabilities; integrate relevant capabilities into differentiated competencies to accelerate business performance. A set of business capabilities directly impact the overall organizational competencies and maturity.
Either individually or collectively, the maturity of a capability would be based on how well the capability enables you to achieve the desired capability outcome. The strong capability mapping includes capability dependency identification, capability gap, capability relevance analysis, to ensure seamless capability integration. It’s critical for organizations to identify capability patterns, make an objective assessment of current business capabilities, what capabilities are needed to implement strategy; what current investment and acquisition strategies are and how they are related to business capabilities of an organization, as well as how to integrate capabilities into core competency to build business advantage.
Capability coherence: Coherence is about logic and consistency. To achieve capability coherence, individuals choose how to improve the capability based on their talent/innate strengths. Learning, experiencing, training, are all important to keep improving capabilities coherence. To truly build business competencies and improve capability coherence, use the profiles and assess capability portfolios, to identify where the gaps in performance lie, capture the organizational development needs, and take logical steps to achieve high performance business results
Usually, the more sophisticated capabilities you can develop based on your innate strength and unique capability, the more coherent capability you can develop to reach the next level of core competency. To improve professional capabilities, expedite capability development cycle, and achieve capability coherence. In organizations, a cohesive set of business capabilities builds into core business competency, enabling their companies to deliver unique value to customers, engage employees, solve complex business problems, and achieve high-performance business results.
The capability view can leverage different perspectives from different roles. The digital capability is modular, dynamic, and nonlinear, having many visible and invisible elements, for integrating into professional or organizational competency, and enabling business strategy implementation. The journey of capability development is moving from fixed to dynamic, transactional to transformational, linear to nonlinear for leading strategic changes and producing high performance results with consistency.
Individually, to discover the unique competency of people, you need to look at all aspects of their individual traits, work ethic, influence, creativity, experience, capability, performance, as well as the hidden potential they have if given the opportunity to excel within the work environment; their collective uniqueness can help to grow and transform the organization. For their organizations, unique capabilities could be those which are identified as delivering the competitive product, services, solutions and customer experience than competitors, helping the business to differentiate itself from competitors. Differentiated capability/fulfillment can be developed into the brand name of an organization.
Either individually or collectively, the maturity of a capability would be based on how well the capability enables you to achieve the desired capability outcome. The strong capability mapping includes capability dependency identification, capability gap, capability relevance analysis, to ensure seamless capability integration. It’s critical for organizations to identify capability patterns, make an objective assessment of current business capabilities, what capabilities are needed to implement strategy; what current investment and acquisition strategies are and how they are related to business capabilities of an organization, as well as how to integrate capabilities into core competency to build business advantage.
Usually, the more sophisticated capabilities you can develop based on your innate strength and unique capability, the more coherent capability you can develop to reach the next level of core competency. To improve professional capabilities, expedite capability development cycle, and achieve capability coherence. In organizations, a cohesive set of business capabilities builds into core business competency, enabling their companies to deliver unique value to customers, engage employees, solve complex business problems, and achieve high-performance business results.
The capability view can leverage different perspectives from different roles. The digital capability is modular, dynamic, and nonlinear, having many visible and invisible elements, for integrating into professional or organizational competency, and enabling business strategy implementation. The journey of capability development is moving from fixed to dynamic, transactional to transformational, linear to nonlinear for leading strategic changes and producing high performance results with consistency.
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