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Execution-MiH Encyclopedia →
Execution Making-it-Happen
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SECTION - 'Capabilities' management |
A performance without capabilities, can at best be described as 'steroidal'. Capabilities provide sustainability, predictability and sustainability to the performance. This section introduces a framework on mapping, prioritizing, planning and tracking the capabilities vis-a-vis -vis the execution agenda. It introduces a new concept of 'Capability Scorecard', which helps organization to go beyond performance, and to manage the ability to perform.
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Chapters
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Performance without capabilities can best be described as steroidal. This chapter provides the context of why building capability is as critical as building performance. It dwells into the difference between capability & performance, core vs. non-core capability, mapping and tracking the capabilities.
Topics in this chapter : Why Capability management is important for making it happen? → Capability vs. Performance → Capability mapping- What you have and what you need → Capability perception vs. reality → Core vs. non-core capability → How-vs-What of Capabilities →
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This chapter shares a model, by which organizations can map their current state of capabilities, how the capability assessment & planning start in the Execution Blueprint phase, defining 360 degree capability scope, capability-needs mapping, capability- requirements mapping and capability prioritization
Topics in this chapter : Capability Management Initiation → 360 degree Capability Scope → Capability Needs Mapping and Assessment → Capability Requirements Mapping & Assessment → Capability Prioritization and Road-Mapping →
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The capability mapping and assessment model provides the basis for organization to progress on capability building, capability life-cycle management gets into how to manage an individual capability. This includes capability modularization, phasing, tenure and scope.
Topics in this chapter : Capability Life-Cycle Overview → Capability 'What' modularization and phasing → Capability 'How' modularization and phasing → Managing Capability Tenure → Managing Capability Scope →
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This chapter talks about typical capabilities for a finance function. This chapter does not provide an education on finance or building fundamentals in financial management. It simply lists out typical imperatives around financial management for a robust execution engine.
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This chapter talks about typical capabilities for a business process management. This chapter does not provide an education on BPM or building fundamentals in BPM. It simply lists out typical imperatives around BPM for a robust execution engine.
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This chapter talks about typical capabilities for a Customer Management. This chapter does not provide an education on CRM. It simply lists out typical imperatives around CRM for a robust execution engine.
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This chapter talks about typical capabilities for a finance function. This chapter does not provide an education on finance or building fundamentals in IT management. It simply lists out typical imperatives around IT for a robust execution engine.
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This chapter talks about typical capabilities for a finance function. This chapter does not provide an education on finance or building fundamentals in Sales management. It simply lists out typical imperatives around sales management for a robust execution engine.
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All Sections in " Execution Making-it-Happen ."
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