An effective organization is not defined by the number of layers of management, systems in place, or head count but by ability to respond to business demands. Organization capabilities emerge when a company delivers on the combined competencies and abilities of its individuals. The individual competencies grow into organization capabilities when they stop being tied to any one individual or any one program. In this video Dave talks briefly about the 11 capabilities the RBL Group has identified that well-managed companies tend to have.
Organization Capabilities: June 2008 Archives
We all know how crucial talent is to success. Dave Ulrich talks about how we build talent as a capability in our company. Of the countless studies and ideas prevalent regarding talent The RBL Group has boiled it down to three key things. Competence is the first key. Do our employees have the skills they will need for tomorrow? The second key discussed is Commitment. Are our employees willing to work hard? The final key is Contribution. How do our employees feel about what they do and their impact on the overall organization? There is a formula for talent and when we manage these three things will build a great capability for talent within a company.
An organization's capability for speed of change often determines its overall competitiveness. Management thinking has shifted from understanding and managing change to building and maintaining speed. Change deals with new ways of doing things; speed focuses on how quickly those new ways are implemented. An organization imbued with speed has intangible value for employees, customers, and investors. Speed excites. When organizations act quickly, employees have a sense of momentum and purpose rather than indolence and lethargy. In this video Norm Smallwood gives four factors that can be focused on to increase speed of change.