While strategic plans identify what your organization should do differently, very few provide a roadmap for how to build the skills, knowledge, and processes needed to carry out and sustain the critical changes. But without building these capabilities, it’s very difficult to achieve the results you want.
As these examples illustrate, combining capability development with strategy execution does not need to be a complex undertaking. The key is to make capability learning as overt and intentional as possible. This will allow you to build organization muscle at the same time that you are getting business results.
To get started with this approach, think about your company’s own strategy, and what capabilities are critical to achieving results. Then identify opportunities for teams to create or strengthen those capabilities while actually executing some aspect of the strategy. Doing this will ensure that capability development is a real and tangible part of your organization’s growth, instead of a hope or an afterthought.
The case studies show that building organisation muscle takes time, trial and errors and patience.