It is important to understand that digital business management is multifaceted and takes cross-functional effort to identify and close capability gaps for achieving strategic goals, enabling organizations to thrive.
The business capability development needs to move from fixed to dynamic, linear to nonlinear; relevant capabilities can be integrated into core organizational competency; enforce governance discipline and build long term business advantage.
Business processes management is a “constructor” to build capability portfolio: Business processes underpin capabilities. Capabilities are “WHAT” competencies an organization needs. Processes are “HOW” an organization does something. The fundamental difference between Capabilities and Processes is "What vs. How." Both capability view and process view are useful in business management, which to use depends on the purpose you have in mind. Capability is strategic re-think of “What”; while process is an executable knowing ‘How’; processes without supporting assets cannot be regarded as capabilities. Capabilities can be one or more processes with a set of resources needed to carry them out, or they can be an activity with a set of resources to carry it out, to accomplish certain tasks for achieving expected results consistently. The high performing business depends on its differentiated sets of dynamic capabilities which are underpinned by the well-managed business processes matrix and portfolio within the organization to produce business outcomes predictably.
Be aware of integration of a single functional capability into a holistic portfolio of digital capabilities across all enterprises: There are both hard and soft components in capability development; the successful capability integration depends on the underlying business relationships between all of these points and how they influence each other. Integral capabilities are the combined or recombined nonlinear capabilities which can make a bigger impact by solving significant problems fluently. Capability integration arising from cross-silo or cross-divisional collaboration is crucial to avoid reinventing the wheel, shortening the capability development cycle and increasing the maturity level of business. By integrating, you are creating a case in which you force organizational management to close gaps, fine-tune process; identity, model, develop, optimize a set of cohesive capabilities to achieve business goals
Governance enforces business capabilities, and harnesses management discipline: Governance and capability management are interdependent disciplines. There are gaps existing in capability development because there are no mechanisms to handle risks or uncertain situations. Governance is needed to manage risks in capability development. Otherwise, the unrealistic designs could not be implemented in the organizational system smoothly. From capability analysis, to re-engineering an existing capability to designing & building a new capability, a strong governance discipline helps management perform a risk analysis, harness connectivity, raise visibility and awareness for many things that are captured at the different levels of the organization, in order to integrate, build, and reconfigure internal and external competences to address rapidly changing environments smoothly.
Business capabilities underpin business strategy execution. It is important to understand that digital business management is multifaceted and takes cross-functional effort to identify and close capability gaps for achieving strategic goals, enabling organizations to thrive. The successful businesses are the ones that have learned how to implement change time after time, build a set of solid business capability to drive desired change and build high-mature organization effectively.
Business processes management is a “constructor” to build capability portfolio: Business processes underpin capabilities. Capabilities are “WHAT” competencies an organization needs. Processes are “HOW” an organization does something. The fundamental difference between Capabilities and Processes is "What vs. How." Both capability view and process view are useful in business management, which to use depends on the purpose you have in mind. Capability is strategic re-think of “What”; while process is an executable knowing ‘How’; processes without supporting assets cannot be regarded as capabilities. Capabilities can be one or more processes with a set of resources needed to carry them out, or they can be an activity with a set of resources to carry it out, to accomplish certain tasks for achieving expected results consistently. The high performing business depends on its differentiated sets of dynamic capabilities which are underpinned by the well-managed business processes matrix and portfolio within the organization to produce business outcomes predictably.
Be aware of integration of a single functional capability into a holistic portfolio of digital capabilities across all enterprises: There are both hard and soft components in capability development; the successful capability integration depends on the underlying business relationships between all of these points and how they influence each other. Integral capabilities are the combined or recombined nonlinear capabilities which can make a bigger impact by solving significant problems fluently. Capability integration arising from cross-silo or cross-divisional collaboration is crucial to avoid reinventing the wheel, shortening the capability development cycle and increasing the maturity level of business. By integrating, you are creating a case in which you force organizational management to close gaps, fine-tune process; identity, model, develop, optimize a set of cohesive capabilities to achieve business goals
Governance enforces business capabilities, and harnesses management discipline: Governance and capability management are interdependent disciplines. There are gaps existing in capability development because there are no mechanisms to handle risks or uncertain situations. Governance is needed to manage risks in capability development. Otherwise, the unrealistic designs could not be implemented in the organizational system smoothly. From capability analysis, to re-engineering an existing capability to designing & building a new capability, a strong governance discipline helps management perform a risk analysis, harness connectivity, raise visibility and awareness for many things that are captured at the different levels of the organization, in order to integrate, build, and reconfigure internal and external competences to address rapidly changing environments smoothly.
Business capabilities underpin business strategy execution. It is important to understand that digital business management is multifaceted and takes cross-functional effort to identify and close capability gaps for achieving strategic goals, enabling organizations to thrive. The successful businesses are the ones that have learned how to implement change time after time, build a set of solid business capability to drive desired change and build high-mature organization effectively.
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