Briefing 80 explained briefly that a capability is the ability to get something done – fast, well and cheaply. To clarify the difference between resources and capabilities it is worth noting the same classification of asset stocks we used when explaining intangible resources in Briefing 73 (Figure 1).
Figure 1: A classification of resources and capabilities. (Click image to view larger)
Capabilities are asset-stocks, but not resources. They ...
Continue Reading → ShareA capability is the ability of the organization, function or team to get something done, and is therefore quite different from resources, both tangible and intangible, that generally do not denote activity. In grammatical terms they can be recognized by the suffix ‘-ing’ or ‘-ment’ – hiring or recruitment, marketing, purchasing, product development and so on. We will define them more clearly in the next Briefing, but let’s start with an example.
What does it mean to have a stronger ...
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Giving a 1-hour talk on June 3 to Intracen on modeling to increase impact of Aid for Trade. Will share what happens. Turns out that this approach is offering a simple theory of how the trade system actually functions – traders generate demand to export goods (services are different), which have to pass through borders at which capacity is determined by physical and staffing constraints. In developing environments, ‘negative’ factors disable some part ...
Continue Reading → Share“Quality management” has been of central importance to the outstandingly effective operation of huge numbers of admired companies. But quality is of considerably more importance than merely to make firms cost-efficient and reliable. Quality-related intangibles are of critical importance to the strategic progress of organizations. That is, it has a substantial impact on medium- to long-term development. Intangible quality-related resources show up in many forms:
A great article by Ram Krishnamurthy, Group Director, Marketing Strategy & Insights at Coca-Cola + others … see more on Vittorio Raimondi and Dave Exelby who head the work. As Krishnamurthy says . “The benefits go beyond the forecasts … it is about enabling foresight – the ability to create plausible quantified scenarios and to provide sufficient clues on how to realize the chosen strategic path. Driven by the ...
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