Capable Company provides the “Rosetta Stone” executives have been seeking: a systematic way to translate strategy into action. Gives executives a systematic way to translate strategy into action. Helps companies to develop the capabilities that make strategy work. Assembles best-practice strategy execution methods from some of the world’s most highly-respected companies into a simple step-by-step process. Enables leaders at all levels to rapidly focus and align their actions, even as business conditions change. Packed with models, key points, practical examples, case studies, self-assessment techniques and templates.
Author(s): Richard L. Lynch, John Diezemann, James Dowling
Edition: 1
Year: 2003
Language: English
Pages: 232
The Capable Company......Page 1
Contents......Page 7
List of Figures......Page 11
List of Tables......Page 13
Preface......Page 15
Acknowledgments......Page 18
The New Business Reality......Page 21
Kairos Moments......Page 23
The Anatomy of the Capable Company......Page 25
Just How Capable Is Your Company?......Page 30
Part I Setting Direction......Page 33
2 Enable Capable Leaders......Page 35
The Challenges......Page 36
Getting the Right Results in the Right Way......Page 37
Driving the Agenda......Page 39
Generating Intellectual Capital......Page 42
Accelerating the Development of Leaders......Page 45
Relentless Focus on Execution......Page 47
The Building Blocks of the Capable Company......Page 52
The Challenges......Page 55
Setting the Course......Page 56
Reading the Local Charts......Page 65
An Agenda for Action......Page 66
Opportunities, Obstacles, and an Ever-Changing Environment......Page 67
Scenario Planning......Page 69
Picking the Right Course......Page 70
Making Mid-Course Corrections......Page 72
Assess Your Company's Adaptability......Page 74
The Building Blocks of the Capable Company......Page 75
The Challenges......Page 76
Taking the "Capable Company Eye Chart" Test......Page 77
Desired Relationships Among the Businesses......Page 78
Ramifications of How the Business Chooses to Compete......Page 80
Defining Business Capabilities and Gaps......Page 90
Company DNA Under the Microscope......Page 93
The Building Blocks of the Capable Company......Page 97
Part II Delivering Value......Page 99
The Challenges......Page 101
Determining the Right Products and Services......Page 102
Making the Right Choices on Acquiring Capabilities......Page 104
Building Requisite Capabilities and Partnerships......Page 106
Balancing Infrastructure and Superstructure......Page 109
Alignment in a Boundaryless World......Page 111
The Building Blocks of the Capable Company......Page 112
6 Forge Customer Relationships......Page 113
The Customer Life Cycle......Page 114
Attracting the Right Customers......Page 116
Converting Prospects/Browsers to Customers......Page 117
Fulfilling Customers' Needs......Page 122
Retaining and Leveraging Customers......Page 125
The Building Blocks of the Capable Company......Page 129
Part III The Development and Alignment of Capabilities......Page 131
The Challange......Page 133
An Architecture Primer......Page 134
Architecture Requirements......Page 137
Creating a Dynamic Architecture......Page 145
Balancing Organizational and Corporate Structure......Page 147
The Building Blocks of the Capable Company......Page 149
The Challenges......Page 150
The Problem with Best Practices......Page 152
Organization Archetype Implications......Page 153
Aligning People, Process, and Technology Proactively......Page 162
The Building Blocks of the Capable Company......Page 166
Part IV Accelerating Change......Page 167
9 Track a Moving Target......Page 169
Solving the Scorecard Conundrum: Where and When to Start......Page 170
Aligning Measures with Business Strategy......Page 171
Taking the Enterprise Perspective......Page 177
No Excuses: Getting and Delivering the Right Data......Page 178
Allowing Performance Measurement to Be Interdependent......Page 179
The Building Blocks of the Capable Company......Page 181
A Model for Continual Business Alignment......Page 183
Take Account of New Business Realities......Page 185
Extract Change Drivers......Page 188
Identify Business Capabilities......Page 190
Updating Architecture Requirements......Page 192
Tuning Capabilities Through Projects......Page 195
Changing the Course of In-Flight Projects......Page 198
Orchestrating a Projects Agenda......Page 199
Coming Full Circle......Page 202
The Building Blocks of the Capable Company......Page 203
Example of a Capability Refresh Cycle......Page 205
Epilogue: Governance in a Capable Company......Page 208
Suggested Reading......Page 211
Bibliography......Page 215
Glossary......Page 217
Index......Page 227
