Corporate capability building
What is the value
The appetite for delivery and for change by the Board of an organisation is no longer constrained by unknown or unanticipated lack of competence or capacity.
By focusing on disciplines expected to be most involved in future change plans, investment in corporate capability has more rapid payback and is better directed.
Why is it valid
Strategy affects and in some cases even determines the competences an organisation needs. It is also known - and well described in the 7S model - that the strategy of an organisation is affected by - and often determined by - its competences and capabilities. Being unaware or what needs to be built can frustrate the implementation of strategy and may subvert it.
What you will experience
The description of organisational capability and competence involves both job profiling and people profiling. In job profiling, analysis of 'touching roles' establishes how and to what extent responsibilities are distributed across processes and across the organisational structures. Individuals in roles are interviewed and RACI workshops are run and results are mapped against any defined job descriptions.
Competency evaluations are made and these are also mapped against the job profiles.
How you might start
The impetus for this type of review commonly comes from the introduction of a new system or new line of business that disturbs the operational governance model, or when an operational managers role is split between two people.
Tools and techniques used
Profiling to base line capability levels
CHIP to establish detailed change demands and to assess resilience of functional units in the face of planned change
"The classic training model, taking individuals out of the business to sit in a classroom for a week at a time, was not going to work for us. But at the same time, we knew we needed to raise our game in managing change. I have to say, your people are brilliant!"
Head of business change, Legal & General