Initiatives

Organizational capabilities are typically expressed in generally high-level terms and require a combination of people, processes, and technology to achieve. 

Organizations become more complex and dynamic, the capability view can leverage different perspectives from different roles to explore multipath gateways. The highly complex and dynamic organizational system needs to be elaborated in a well-organized effort for adapting to emergent business changes in its own structures, functions, and behaviors, and change to the fundamental business model, culture, or other critical business factors for reaching the next level of business capability development and organizational agility.

General condition of capability needs to be assessed objectively: A capability is the combination of resources and processes that are used to produce quality outcomes. Usually business capabilities today are the result of its history and history constrains what capabilities the firm can perform in the future. What level of transitions of capability development are required in future based on business strategic priorities. 

Discover the business strength that can be transformed into a core capability if it aligns with the strategic direction. Business executives should be sufficiently aware of the "general condition" of the various capabilities to input into a qualitative assessment of capability effectiveness, adequacy, coherence, uniqueness, resilience, or maturity. An objective assessment of business capability conditions, as well as which level of maturity your organizations have arrived at, helps to improve business effectiveness and maturity.

Logical coherence of organizational capability: Organizations become more complex, so do capabilities. Dependency, interdependency are the natural relationship between capabilities in our hyperconnected world. Organizations are interdependent whole, and organizational capability interdependencies have a business development cycle. Technically, organizational capability mapping includes capability dependency identification. The tough work for an organization today is to manage its portfolio of relevant cross-border strategic synergies and dynamic capabilities development. 

It takes cohesive collaboration for business as a whole, aligns the different parts of the ecosystem to adopt more points of integration, with layered and loosely coupled modular capabilities to build differentiated business capability. To achieve capability coherence, choose how to improve the capability based on enterprise strengths for investing in the best of breed capability and integrate them into cohesive and differentiated business competency. Business capability is synthetic in nature, and capability building can embed agility into processes to ensure capability portfolio coherence, focusing on building long-term organizational competency. 

Forward thinking companies continue to upgrade organizational capabilities with repurpose, realignment, and reconfiguration: It takes time and effort to build a high level of  organizational capabilities and core business competencies. Put some thoughts on resiliency or reuse in capability design to avoid reinventing wheels. Capabilities move from base or competitive level to differentiated level; from fixed to dynamic, transactional to transformational, linear to nonlinear for leading strategic changes and producing high performance results with consistency. 

High levels of business capabilities have involved corporate learning in it, thus, it’s hard to transfer, for reaching the new horizon out of organizational vision. Organizations need to keep improving their level of capability development maturity from competitive necessities to do certain works to competitive differentiators for  rearing a strong brand; from building linear capabilities to solve a specific set of problems to reaching the next level of integral and scalable capability to build long term business advantages.  

Enterprise capabilities are typically expressed in generally high-level terms and require a combination of people, processes, and technology to achieve. Every organization needs to develop fitting principles, methodologies, practices and apply them wisely with the expertise to really add value on developing the higher level capabilities to generate differentiated advantage and unlock business performance. 

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