Capability Development
If capability management is not a new concept, it has taken a novel dimension in the last few years as companies have become aware of its strategic importance and its benefits.Such a concept has now become strategic as a result of a double phenomenon: increased pace of change meant that strategies needed flexibility making capability managem
ent the longer-term stable reference
and the globalisation
of economies which increased the level of competition, forcing
organisations to be more structured in building differentiation.Still managing Capabilities to gain competitive advantages remains is challenging: it is very abstract, varies by unit, business and geographies and cuts across the functional boundaries.
Addressing the Capability management challenge, ACTIOM has created a fact-based, cross-functional approach to assessing & developing capabilities: the results are outstanding. To know more about the ACTIOM’s way, check our white-paper page and feel free to contact us.
Selected examples:
- Built a business case for capability development for a global manufacturer, quantifying the benefits.
- Built a business case for capability development for a global aerospace company, quantifying the cost & benefits.
- Built a business case for capability development in an emerging country, taking into account local skills & resources.
- Assessed and reviewed the capabilities of dependent engineering companies in the same value chain, recommending organisational changes, IT upgrades and a comprehensive people development plan associated with a new talent management approach.
- Assessed and reviewed one of the competency frameworks of a global Pharmaceutical firm.
- Assessed and reviewed one of the capability & competency frameworks of a global engineering firm, aligned with its new strategic orientations.
- Designed the capability development plan for a large service and technology firm.
- Designed the capability development plan (including capability transfers) for a main business unit of a global firm.