Making capabilities explicit is the work of Leadership

Making capabilities explicit is the work of leadership. But it is not theirs alone.

As business models change and workforce demographics shift to younger workers, leaders not only need to define strategic intent, it is essential that they mobilise the organisation’s talent through capability development.

Figure 1: Example Business Capability

Companies such as Google, Facebook and Intercontinental Hotels Groups challenge traditional views of how to develop strategy. They are disrupting conventional methods, as illustrated in Table 1. If a well-written strategy does not ensure strategic action and results, what does?

The implementation of a formal, repeatable Strategy-toExecution (S2E) framework does. This framework involves facilitating a cross-functional dialogue with a diverse group of talent to align the organisation on capabilities needed to deliver strategy and providing a clear roadmap to close capability gaps.

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