After letting customer/market/strategic capabilities take precedence, organizations are turning the discussion upon themselves.
- Change management capability
- Risk management capability
- Asset management capability
- Leadership development capabilities are a few that we provide as examples or where organizations are putting in effort.
How do we build such capabilities to last?
That’s a question that has a library-wing of books dedicated to it.
But here is a short recipe:
<pre-step=since most of the actions below are initiated and taken by Leadership teams, it is essential that they are a invested and established team – and not just a group of senior leaders meeting every fortnight>
- Have short term and long term goals that everyone understands and are reasonably aligned to (and also are hopefully aligned to the mission/vision)
- Analyze/discuss them enough to identify a missing capability (I.e. because of that missing capability you may miss the goals)
- Align (as a leadership team) on what that capability means to different parts(and goals) of the organization. Verify its relevance to achieving your goals/mission/vision a. Confirm that the capability does not run afoul the organization culture
- groups of projects you can apply this capability on:
- Small Visible and Doable projects
- Medium complicated projects d. Complex projects
- A leader to steer the growth of this capability
- A team that you invest into to adopt the capability and secure the projects
- Clear goals / milestones for the projects-portfolio with highly transparent governance
- A communication plan to share with the Org what we are trying to do.
- Co-opt the Org into this journey
- Bring the organization into the journey by skilling -up teams and functions.
- Support middle managers in building competence and expertise through meaningful learning experiences
- Help employees across organizational lines to deliver value from the capability
- Help leaders learn/demonstrate the capabilities well