Capability based Analysis and Planning

Capability based Analysis and Planning practice - At a Glance

Capability based Analysis and Planning practice - At a Glance

The idea of Capability is versatile and seeing the world, an organisation, community, or product through capability lenses offers insights not found elsewhere.

A capability perspective is first and foremost part of the performance theme of perspectives. It is a perspective that interweave well into performance and investment management as well as benefit and program logic reasoning.

Capability is simple idea: it is a substantial possibility that contributing source factors lead-to a result.

A capability always depends on something. When one knows what Innovation is then one can Manage Innovation. An “Innovation Management Capability” then becomes an important Talking Point about the Capacity to achieve managed innovation Results.

Cautionary note: capabilities should not be used as a substitute for an in-depth understanding of what goes on in an organisation.

The kind of capabilities needed depends on the work being done by someone. Some are interested in achieving outcomes or impacts, some managerial capabilities, some technology enabling capabilities. Everyone in an organisation can use the idea of capability but few need to think and define them to do their work well.

Table of Content

Behind the Curtain

These articles are aimed at those who want to know more about what is behind the curtain. They are not aimed for practitioners but for experts and researchers.

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Capabilities are simple ...

A capability is not a mythical being from an alternative business universe. 

Capability is a simple idea. 

  1. It is something important to talk about and agree on, 
  2. Something that needs Capacity to achieve some Result. 
  3. Maybe something to invest in, to be different and sustain competitive advantage.

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The missing piece story

The idea of capability is the missing piece. Or is it?

This is a story that I have heard from consultants and analysts. One of several stories how the idea of capability became important to them.

Something was missing in discussions with organisations. Talking about processes was not enough.

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A capability always depends of something

A capability always depends on something. When one knows what Innovation is then one can Manage Innovation. An “Innovation Management Capability” then becomes an important Talking Point about the Capacity to achieve managed innovation Results.

Cautionary note: capabilities should not be used as a substitute for an in-depth understanding of what goes on in an organisation.

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    Capabilities are simple ...

    A capability is not a mythical being from an alternative business universe. 

    Capability is a simple idea. 

    1. It is something important to talk about and agree on, 
    2. Something that needs Capacity to achieve some Result. 
    3. Maybe something to invest in, to be different and sustain competitive advantage.
    Läs mer...

    An example: definition of a kind of Organisational Capability

    In this article we illustrate how a organisational capability kind can be defined. We are using Sidney G. Winter’s defintion as example.

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    A capability always depends of something

    A capability always depends on something. When one knows what Innovation is then one can Manage Innovation. An “Innovation Management Capability” then becomes an important Talking Point about the Capacity to achieve managed innovation Results.

    Cautionary note: capabilities should not be used as a substitute for an in-depth understanding of what goes on in an organisation.

    The missing piece story

    The idea of capability is the missing piece. Or is it?

    This is a story that I have heard from consultants and analysts. One of several stories how the idea of capability became important to them.

    Something was missing in discussions with organisations. Talking about processes was not enough.

    Läs mer...

    Source factors that contribute to the Result

    There are many kinds of factors that contribute and lead-to the result. The Idealistic and Realistic ways offer two different principles of identifying source factors.

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