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Capability
There has been some thirty years of research and academic publications on capability, yet the concept still offers significant development opportunities in both its application and development of relevant methodologies.
Capability has a number of meanings and is also incorrectly used when a more accurate and relevant word is available, so clarification and explanation may be useful.
Three aspects of capability are applicable at an individual, process, and organisational level:
1. Capability as the integration of abilities - sometimes referred to as "bundling" or as an "envelope" - to achieve effective outcomes.
2. Capability as the capacity for innovation to create new outcomes.
3. Capability as a knowledge resource to achieve outcomes.
Yet it is the combination - the integration - of these perspectives that achieves "capability" as capability is the:
ability to handle uncertainty and respond positively to change, to create and implement new ideas and new ways of doing things, to make reasonable risk/reward assessments and action them in one's personal and working life" (Davies review)
This is reflected in John Stephenson's YZ Capability Model. Refer to (adjusted) model.
Proventive Solutions uses the following description of capability:
Capability is the ability to act quickly, effectively, and innovatively to a changing environment and customer needs.
and applies this approach to developing organisational, process, and employee performance.
For further information, please click on the respective information buttons provided.
The following Blogs provide a brief introduction to different aspects of capability: employee capability, process capability, and organisational capability respectively.
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