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9781405111829

The Capable Company Building the capabilites that make strategy work

by ; ;
  • ISBN13:

    9781405111829

  • ISBN10:

    1405111828

  • Edition: 1st
  • Format: Paperback
  • Copyright: 2003-08-29
  • Publisher: Wiley

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Summary

Most companies don't flounder because of poor strategy. The culprit is poor execution of the game plan. If executives know this, why don't they do something about it? The problem is that strategic intent, written in the language of a few visionaries, gets lost when the rank and file tries to interpret it in operational ways. The Capable Company provides the Rosetta Stone executives have been seeking: a systematic way to translate strategy into capabilities and projects. While some companies do this intuitively, this book lays out a repeatable process so that leaders at all levels can rapidly focus and align their actions - even as business conditions change - to build competitive advantage.

Author Biography

Richard L. Lynch and James F. Dowling are Partners at Results-Based Leadership, Inc. (www.rbl.net).


John Diezemann is a management consultant in Groton, Massachusetts.

Rich Lynch the lead author of Measure Up! Yardsticks for Continuous Performance, 2nd edition and Corporate Renaissance: The Art of Reengineering, also from Blackwell Publishing.

Table of Contents

List of Figures xi
List of Tables xiii
Preface xv
Acknowledgments xviii
1 Introduction 1(12)
The New Business Reality
1(2)
Kairos Moments
3(2)
The Anatomy of the Capable Company
5(5)
Just How Capable Is Your Company?
10(3)
Part I Setting Direction 13(66)
2 Enable Capable Leaders
15(20)
The Challenges
16(1)
Getting the Right Results in the Right Way
17(2)
Driving the Agenda
19(3)
Generating Intellectual Capital
22(3)
Accelerating the Development of Leaders
25(2)
Relentless Focus on Execution
27(5)
The Building Blocks of the Capable Company
32(3)
3 Chart the Company Course
35(21)
The Challenges
35(1)
Setting the Course
36(9)
Reading the Local Charts
45(1)
An Agenda for Action
46(1)
Opportunities, Obstacles, and an Ever-Changing Environment
47(2)
Scenario Planning
49(1)
Picking the Right Course
50(2)
Making Mid-Course Corrections
52(2)
Assess Your Company's Adaptability
54(1)
The Building Blocks of the Capable Company
55(1)
4 Make Strategy Visible
56(23)
The Challenges
56(1)
Taking the "Capable Company Eye Chart" Test
57(1)
Desired Relationships Among the Businesses
58(2)
Ramifications of How the Business Chooses to Compete
60(6)
Identifying the Work that Creates Advantage
66(4)
Defining Business Capabilities and Gaps
70(3)
From Capabilities to Projects
73(1)
Company DNA Under the Microscope
73(4)
The Building Blocks of the Capable Company
77(2)
Part II Delivering Value 79(32)
5 Build the Value Exchange
81(12)
The Challenges
81(1)
Determining the Right Products and Services
82(2)
Making the Right Choices on Acquiring Capabilities
84(2)
Building Requisite Capabilities and Partnerships
86(3)
Balancing Infrastructure and Superstructure
89(2)
Alignment in a Boundaryless World
91(1)
The Building Blocks of the Capable Company
92(1)
6 Forge Customer Relationships
93(18)
The Challenges
94(1)
The Customer Life Cycle
94(2)
Attracting the Right Customers
96(1)
Converting Prospects/Browsers to Customers
97(5)
Fulfilling Customers' Needs
102(3)
Retaining and Leveraging Customers
105(4)
The Building Blocks of the Capable Company
109(2)
Part III The Development and Alignment of Capabilities 111(30)
7 Architect Business Structure
113(17)
The Challenges
113(1)
An Architecture Primer
114(3)
Architecture Requirements
117(8)
Aligning IT to Business Strategy
125(1)
Creating a Dynamic Architecture
126(1)
Balancing Organizational and Corporate Structure
127(2)
The Building Blocks of the Capable Company
129(1)
8 Align Capabilities
130(11)
The Challenges
130(2)
The Problem with Best Practices
132(1)
Organization Archetype Implications
133(9)
Aligning People, Process, and Technology Proactively
142(4)
The Building Blocks of the Capable Company
146
Part IV Accelerating Change 141(47)
9 Track a Moving Target
149(14)
The Challenges
150(1)
Solving the Scorecard Conundrum: Where and When to Start
150(1)
Aligning Measures with Business Strategy
151(6)
Taking the Enterprise Perspective
157(1)
Driving Accountability
158(1)
No Excuses: Getting and Delivering the Right Data
158(1)
Allowing Performance Measurement to Be Interdependent
159(2)
The Building Blocks of the Capable Company
161(2)
10 Continually Refresh Capabilities
163(25)
The Challenges
163(1)
A Model for Continual Business Alignment
163(2)
Take Account of New Business Realities
165(3)
Extract Change Drivers
168(2)
Identify Business Capabilities
170(2)
Updating Architecture Requirements
172(3)
Tuning Capabilities Through Projects
175(3)
Changing the Course of In-Flight Projects
178(1)
Orchestrating a Projects Agenda
179(3)
Coming Full Circle
182(1)
The Building Blocks of the Capable Company
183(2)
Example of a Capability Refresh Cycle
185(3)
Epilogue: Governance in a Capable Company 188(3)
Suggested Reading 191(4)
Bibliography 195(2)
Glossary 197(10)
Index 207

Supplemental Materials

What is included with this book?

The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.

The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.

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