Identify and close business capability gaps, fine tune underlying organizational structures, processes, and increase capability coherence.
Businesses across industrial sectors embark on the “digital era” of computing and managing by taking logical but iterative steps in developing their set of capabilities to get work done and generate multifaceted business value consistently.
It is critical to build dynamic capabilities for accelerating business changes: Identify what capabilities give your products/services a competitive advantage and align to the enterprise vision and planning. Take a deep look at the underlying business functions and processes; take a wider look around at what’s going on inside and outside the organization and how it might affect the organization, identify opportunities and threats accordingly, enable capability-based business growth and development.
The dynamic capabilities can be built via sensing changes within the business ecosystem. Most of the enterprise capabilities need to be woven cross-functionally, with all critical building blocks. It takes empathetic communications and collaborations to bridge functional silos and fine-tune key business processes; aligns important business elements, different parts of the business to adopt more points of integration in building dynamic capabilities with a much shorter development cycle.
Incorporates modular, layered, and loosely coupled modular capabilities to build differentiated business capability: Change and disruption are part of reality, business capabilities are strategic routines by which firms achieve new resource configurations as markets emerge, collide, split, evolve, etc. There are a couple of important ingredients for configuring or reconfiguring business capability such as people, process, knowledge, technology, etc. It’s also important to fine-tune soft business elements such as communication and culture for dealing with business frictions, and ensure capability design must fit to produce quality business results holistically.
There are necessary capabilities for businesses to keep the lights on; and there are a set of differentiated capabilities to build business advantage. It needs to break down outdated processes, incorporates modular, layered, and loosely coupled modular capabilities to build differentiated business capability. So people should keep learning, relearning all the time. The important business processes need to be reviewed regularly, refined regularly, and are transparent across the business for improving organizational maturity.
It’s important to have an in-depth understanding of what capabilities are important to develop core competency: The business management should make an assessment, develop both necessary and unique capabilities, and figure out how to develop core competency. Improve capabilities based on your enterprise strengths; investing in the best of breed capabilities and integrating them into cohesive business competency.
Business capability is core because it can build long term business advantages. Organizations have to proactively craft a set of capabilities and build the core business competency. It is all about understanding and examining the whole, analyzing capability gaps in the context of future need, capability dependency, investment calculation, etc, with the goal to solve critical problems, accelerate performance, and drive transformative changes seamlessly.
An organization would need to ask whether they need the capability at the base level to sustain the business today, or competitive level to stay competitive in the future. In order to run a thriving business, business management needs to make an objective assessment, identify and close business capability gaps, fine tune underlying organizational structures, processes, and increase capability coherence, to reach clarified business vision and achieve strategic business goals.
It is critical to build dynamic capabilities for accelerating business changes: Identify what capabilities give your products/services a competitive advantage and align to the enterprise vision and planning. Take a deep look at the underlying business functions and processes; take a wider look around at what’s going on inside and outside the organization and how it might affect the organization, identify opportunities and threats accordingly, enable capability-based business growth and development.
The dynamic capabilities can be built via sensing changes within the business ecosystem. Most of the enterprise capabilities need to be woven cross-functionally, with all critical building blocks. It takes empathetic communications and collaborations to bridge functional silos and fine-tune key business processes; aligns important business elements, different parts of the business to adopt more points of integration in building dynamic capabilities with a much shorter development cycle.
Incorporates modular, layered, and loosely coupled modular capabilities to build differentiated business capability: Change and disruption are part of reality, business capabilities are strategic routines by which firms achieve new resource configurations as markets emerge, collide, split, evolve, etc. There are a couple of important ingredients for configuring or reconfiguring business capability such as people, process, knowledge, technology, etc. It’s also important to fine-tune soft business elements such as communication and culture for dealing with business frictions, and ensure capability design must fit to produce quality business results holistically.
There are necessary capabilities for businesses to keep the lights on; and there are a set of differentiated capabilities to build business advantage. It needs to break down outdated processes, incorporates modular, layered, and loosely coupled modular capabilities to build differentiated business capability. So people should keep learning, relearning all the time. The important business processes need to be reviewed regularly, refined regularly, and are transparent across the business for improving organizational maturity.
Business capability is core because it can build long term business advantages. Organizations have to proactively craft a set of capabilities and build the core business competency. It is all about understanding and examining the whole, analyzing capability gaps in the context of future need, capability dependency, investment calculation, etc, with the goal to solve critical problems, accelerate performance, and drive transformative changes seamlessly.
An organization would need to ask whether they need the capability at the base level to sustain the business today, or competitive level to stay competitive in the future. In order to run a thriving business, business management needs to make an objective assessment, identify and close business capability gaps, fine tune underlying organizational structures, processes, and increase capability coherence, to reach clarified business vision and achieve strategic business goals.
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