Author Archives: kim.parker

You can’t have it all!

Achieving an acceptable outcome from any initiative within a business is fraught with obstacles. Achieving an acceptable balance between the dimensions (below) is essential when establishing a plan to execute. Scope: What does the initiative cover; what are its requirements; … Continue reading

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Skills, Knowledge and Experience.

How often do we use the terms skills and knowledge interchangeably and/or erroneously? Knowledge is information acquired through our experiences and the use of various sensory inputs. These include reading, watching, listening, touching, smelling. Knowledge refers to degree of familiarity … Continue reading

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Building Capability

  Business Capabilities do not stand by themselves. They have both inputs and outputs and have explicitly defined service expectations. They may be hierarchical with established dependencies or inter-dependencies. Business Capabilities are the fundamental components that provide an organisation’s capacity … Continue reading

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Aligning Strategy to Vision

Having a vision statement is essential for an organisation to know ‘why’ it is doing what it is doing. A vision statement supports the rationale for why an organisation exists. It provides both guidance and a means to assess the … Continue reading

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Ability, Capability, Capacity and Competence

Organisations often promote themselves by expounding on their capability to deliver goods and services to particular market segments. Organisational capability is only one side of a many sided coin. In an individual it is accepted that an ability is the … Continue reading

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