The document discusses 5 core capabilities that are important for organizational capacity building:
1. The capability to adapt and self-renew, which allows an organization to adjust to changing circumstances.
2. The capability to carry out technical, service delivery, and logistical tasks, which refers to an organization's knowledge, expertise, and ability to achieve objectives.
3. The capability to balance diversity and coherence, which ensures resilience through a variety of skills and perspectives while maintaining unity of purpose.
4. The capability to commit and engage, which describes an organization's drive, focus, and ability to motivate members toward common goals.
5. The capability to relate and attract resources and support, or the
David Gomez & Associates is a boutique executive search firm headquartered in Chicago that delivers exceptional executive and managerial candidates to Fortune 500 companies, government agencies, and non-profits. Through their proprietary search process developed over 30 years, they build lasting partnerships and consistently find high-performing professionals. They differentiate themselves through their expertise in workforce diversity and results-oriented recruitment process, having spent 10 years tracking and building relationships with top diverse talent. Their practice areas include consumer goods, life sciences, healthcare, and specialty industries.
The document provides an overview of the APICS Supply Chain Manager Competency Model. It describes supply chain managers as responsible for supporting the global supply chain network from raw materials to end customers. The model outlines seven tiers of competencies for supply chain managers, ranging from personal effectiveness to technical and leadership skills. It was developed based on guidelines from the US Department of Labor and APICS' Operations Management Body of Knowledge.
Collegiate DECA Competition Teams Brochuredeca_inc
This document describes competitive events offered through Collegiate DECA that allow college and university programs to showcase their students' skills. It lists various individual and team events across business disciplines like marketing, finance, hospitality, and entrepreneurship. The competitions involve analyzing real-world cases, role-playing with industry professionals, and presenting solutions or business proposals. Top performers from each school can represent their program at the International Career Development Conference.
1) The document discusses using the Skills Framework for the Information Age (SFIA) to assess candidates' professional IT skills when recruiting for roles like a D7 Live Services Delivery Manager.
2) It analyzes candidates against critical SFIA skills for the role like Service Level Management and Release Deployment, weighting skills based on importance.
3) It recommends candidate L as the most likely to succeed in the role based on having the highest weighted scores in the critical skills of Service Level Management and overall operating at the expected responsibility level.
LenCD learning package on capacity developmentBrian Lucas
Current thinking is that capacity development is central to the aid effectiveness agenda. However, many people, especially at country and sector level, are struggling to understand what this means for them within the changing paradigm articulated in the Paris Declaration and Accra Agenda for Action. This package is intended to respond to the need for practical learning opportunities about capacity development: a freely available virtual resource, designed to help country and sector level practitioners expand their knowledge and skills for facilitating sustainable capacity development.
Slides for the presentation by Maria Pilar Canedo Arrillaga, Luis Gordillo Perez, Paula Cornellas and Naiara Arriola Echaniz (University of Deusto) at the Learning in Law Annual Conference 2011.
WPLAR 2010 - RPL in Workplace Learning: International UpdateDon Presant
This document discusses the use of recognition of prior learning (RPL) in workplace learning and development. It provides an overview of RPL, highlighting how RPL can help document, assess, and recognize workers' skills regardless of how they were acquired. RPL uses authentic assessments like demonstrations, interviews, and portfolios to validate competencies. RPL benefits both employees and employers by identifying skill gaps, supporting career transitions, and improving retention. The document also outlines how ePortfolios can effectively manage informal learning through reflection, assessment, knowledge sharing, and collaboration.
WPLAR 2010 - RPL in Workplace Learning: International UpdateDon Presant
This document discusses the use of recognition of prior learning (RPL) in workplace learning and development. It provides an overview of RPL, highlighting how RPL can help document, assess, and recognize workers' skills regardless of how they were acquired. RPL uses authentic assessments like demonstrations, interviews, and portfolios to validate competencies. RPL benefits both employees and employers by identifying skill gaps, supporting career transitions, and improving retention. The document also outlines how ePortfolios can effectively manage informal learning through reflection, assessment, knowledge sharing, and collaboration.
David Gomez & Associates is a boutique executive search firm headquartered in Chicago that delivers exceptional executive and managerial candidates to Fortune 500 companies, government agencies, and non-profits. Through their proprietary search process developed over 30 years, they build lasting partnerships and consistently find high-performing professionals. They differentiate themselves through their expertise in workforce diversity and results-oriented recruitment process, having spent 10 years tracking and building relationships with top diverse talent. Their practice areas include consumer goods, life sciences, healthcare, and specialty industries.
The document provides an overview of the APICS Supply Chain Manager Competency Model. It describes supply chain managers as responsible for supporting the global supply chain network from raw materials to end customers. The model outlines seven tiers of competencies for supply chain managers, ranging from personal effectiveness to technical and leadership skills. It was developed based on guidelines from the US Department of Labor and APICS' Operations Management Body of Knowledge.
Collegiate DECA Competition Teams Brochuredeca_inc
This document describes competitive events offered through Collegiate DECA that allow college and university programs to showcase their students' skills. It lists various individual and team events across business disciplines like marketing, finance, hospitality, and entrepreneurship. The competitions involve analyzing real-world cases, role-playing with industry professionals, and presenting solutions or business proposals. Top performers from each school can represent their program at the International Career Development Conference.
1) The document discusses using the Skills Framework for the Information Age (SFIA) to assess candidates' professional IT skills when recruiting for roles like a D7 Live Services Delivery Manager.
2) It analyzes candidates against critical SFIA skills for the role like Service Level Management and Release Deployment, weighting skills based on importance.
3) It recommends candidate L as the most likely to succeed in the role based on having the highest weighted scores in the critical skills of Service Level Management and overall operating at the expected responsibility level.
LenCD learning package on capacity developmentBrian Lucas
Current thinking is that capacity development is central to the aid effectiveness agenda. However, many people, especially at country and sector level, are struggling to understand what this means for them within the changing paradigm articulated in the Paris Declaration and Accra Agenda for Action. This package is intended to respond to the need for practical learning opportunities about capacity development: a freely available virtual resource, designed to help country and sector level practitioners expand their knowledge and skills for facilitating sustainable capacity development.
Slides for the presentation by Maria Pilar Canedo Arrillaga, Luis Gordillo Perez, Paula Cornellas and Naiara Arriola Echaniz (University of Deusto) at the Learning in Law Annual Conference 2011.
WPLAR 2010 - RPL in Workplace Learning: International UpdateDon Presant
This document discusses the use of recognition of prior learning (RPL) in workplace learning and development. It provides an overview of RPL, highlighting how RPL can help document, assess, and recognize workers' skills regardless of how they were acquired. RPL uses authentic assessments like demonstrations, interviews, and portfolios to validate competencies. RPL benefits both employees and employers by identifying skill gaps, supporting career transitions, and improving retention. The document also outlines how ePortfolios can effectively manage informal learning through reflection, assessment, knowledge sharing, and collaboration.
WPLAR 2010 - RPL in Workplace Learning: International UpdateDon Presant
This document discusses the use of recognition of prior learning (RPL) in workplace learning and development. It provides an overview of RPL, highlighting how RPL can help document, assess, and recognize workers' skills regardless of how they were acquired. RPL uses authentic assessments like demonstrations, interviews, and portfolios to validate competencies. RPL benefits both employees and employers by identifying skill gaps, supporting career transitions, and improving retention. The document also outlines how ePortfolios can effectively manage informal learning through reflection, assessment, knowledge sharing, and collaboration.
Group Partners provides consulting services to help businesses adapt to today's dynamic environment. Their services focus on capability, composability, and extensibility thinking to help organizations develop the skills needed to succeed. They take a holistic approach using tools like the Dynamic Architecture and Capability Frameworks. Services range from strategic workshops to help envision the future to optimization programs to improve existing operations. The goal is to transfer capabilities that allow businesses to independently change and improve over time.
This document discusses infrastructure asset management and the services that can be provided to help optimize asset performance and efficiency. Key services include developing asset management strategies, collecting and analyzing asset data, assessing risks, creating maintenance plans, and providing tools to help determine when assets should be renewed, replaced, or maintained. The company can support clients throughout the entire asset lifecycle from planning to disposal.
The document discusses a framework for assessing and planning complementary soft skills for project teams. It identifies three dimensions to consider: project environment, project type, and project role. Different environmental factors, project types, and roles require different soft skill priorities. The framework provides guidance on determining critical soft skills based on these dimensions. An example case study shows how a project manager used the framework to identify soft skill gaps contributing to project issues. Addressing these gaps through an action plan helped improve team morale and client satisfaction.
The document discusses competency-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs in government. It includes definitions and proficiency levels for 25 behavioral competencies such as adaptability, communication, and organizational awareness. Technical competency areas are also listed. The document explains that competency profiles describing required skills and behaviors can be used for human resources functions like staffing, performance management, and career development.
The document discusses competency-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs. It includes definitions and proficiency levels for 25 behavioral competencies. The behavioral competency dictionary aims to describe the knowledge, skills, abilities and behaviors needed for successful job performance in IT roles. Managers can use the competency definitions and proficiency levels for tasks like developing job profiles, screening candidates and planning employee development.
The document provides definitions and behavioral indicators for various competencies relevant to IT jobs in the federal public service. It includes an introduction to competency-based management and descriptions of behavioral and technical competency dictionaries. The behavioral competency dictionary contains definitions and proficiency scales for 25 competencies such as adaptability, continuous learning, communication, and creative thinking. It is intended to help develop job competency profiles and assess skill levels.
Organizational capabilitity leveraging your intangible strengths _ncla patici...Michael Crumpton
This document provides an overview of organizational capabilities and how leaders can evaluate and build upon their organization's intangible strengths. It defines organizational capabilities as the routines and processes that transform inputs like resources into outputs like goods and services. Leaders are encouraged to conduct a capabilities assessment to identify their organization's distinctive capabilities and determine how to develop and leverage those capabilities to create value. The assessment involves creating a profile of the organization's current products/services and markets, identifying sources of competitive advantage, describing existing capabilities and competencies, and prioritizing the most strategically important ones. The goal is for leaders to gain clarity on their organization's core strengths in order to guide strategic decision making and resource allocation.
Agility Innovation Specialists aims to help organizations build capabilities and capacities for innovation. They focus on identifying business opportunities, developing expertise, and creating value for clients. Agility takes a structured approach, first seeking the client's perspective and challenges. They then work to structure a relationship and solution. Agility helps make the business case for innovation by quantifying value, identifying opportunities, and linking initiatives to outcomes and impact. Their goal is to improve innovation conditions and build greater synergies, capabilities, and capacities through tools, skills development, collaboration and leadership strategies.
The document describes Tvarita Consulting and the learning and development services they provide to organizations. Tvarita offers a wide range of customized training interventions designed based on a client's specific needs through research and stakeholder inputs. Their training programs use experiential learning models with a mix of pedagogies and real-life scenarios to address different learning styles. Tvarita aims to build individual and organizational capabilities to maximize potential and deliver value for their clients.
The document discusses employability skills, which are non-technical skills important for workplace success. It describes how employability skills were developed in Australia and include skills such as communication, teamwork, and problem solving. The document outlines how employability skills are embedded in training packages and assessed, provides an example of how they appear for different qualifications, and discusses engaging with industry and integrating the skills into teaching.
Navy Leadership Competency Model (NLCM) 5 Core CompetenciesCpo Creed
FIVE core competencies (Navy Leadership Competency Model):
1. Accomplishing Mission
2. Leading People
3. Leading Change
4. Working with People
5. Resource Stewardship
Wendy Woolfork is an experienced human resources executive with a track record of developing and implementing strategic HR processes. She is skilled at needs analysis, building consensus, and resolving conflicts. Woolfork is recognized as a visionary thinker who can align HR projects with business goals. She is an influential leader and motivator who has delivered extraordinary results when building corporate culture and high-performing teams. Woolfork is also a confident communicator who has successfully identified leadership weaknesses and coached behavioral change at all levels of an organization.
This document summarizes a webinar presentation about competency management in organizations. The webinar covered:
1) Understanding competencies as underlying characteristics like knowledge, skills, and attributes that lead to effective job performance.
2) Why competencies are important for aligning human resources systems like staffing, rewards, and development with business goals and strategy.
3) Guidelines for developing an effective competency model, including aligning it with business needs, translating concepts into observable behaviors, and using it across the organization.
This document describes a 10-month university course called "Leading Change for a Sustainable Chemical Industry" that aims to develop sustainability leadership skills for chemical industry professionals. The course uses a blended learning approach with online and in-person components. It teaches a proven framework for strategic sustainable development and helps participants apply it to drive innovation within their organizations and across the industry. Past participants found that the course increased their competence and confidence in sustainability issues while connecting them with a growing network of sustainability leaders.
This document provides an overview of the Stanford Advanced Project Management Certificate Program. It discusses that the program helps bridge the gap between knowing and doing project management through practical tools and techniques. It provides crucial insights and skills for managing projects, portfolios, and complex systems. The program includes core modules in leadership for strategic execution, converting strategy into action, and mastering the project portfolio. It also includes elective modules in areas like financial mastery, managing without authority, and project risk management. Completing the program could help save a company approximately €130k by improving performance and allowing one to manage a complex program that might otherwise require an additional full-time employee. The cost for the core modules is $2,925 and electives
Capacity2 is a 3-day intensive program that equips a team of facilitators within an organization to lead change initiatives. The program [1] develops the skills of participants to manage change through experiential learning and role modeling by an expert facilitator. Participants [2] gain experience facilitating workshops using the core steps of the Change2 process and receive feedback from peers and the facilitator. After completing the program, the team of change leaders [3] will be eager to apply their new skills and confidence to current change efforts within the organization.
The document provides information on competency dictionaries for IT jobs in the government, including:
1) The dictionaries describe both behavioral and technical competencies, with behavioral competencies covering skills like communication, creativity and relationship building.
2) Technical competencies cover skills specific to IT jobs like application development, database management and security.
3) The dictionaries are tools that can be used to develop job competency profiles describing the skills and behaviors needed for successful job performance.
The document provides information on competency dictionaries for behavioral and technical competencies for IT jobs across the government. It includes:
1) An introduction to competency-based management and how competency dictionaries are used to develop job competency profiles for human resources functions.
2) Details on the behavioral competency dictionary which describes non-technical competencies like adaptability, communication, and teamwork that apply to IT jobs.
3) Details on the technical competency dictionary which includes skills, abilities and behaviors required for specific technical knowledge and jobs in areas like application development, database management, and security.
A framework for a leadership model for a finance organization looking to create a finance team that is fully aligned with the business, driving shareholder value through timely, relevant, and accurate information - doing is efficiently and in compliance with all pertinent rules and regulations.
The document summarizes Pure Insight, a European provider of innovation insights and development programs. It offers corporate membership programs, workshops, and competence development programs to help clients build innovation capabilities. Pure Insight works with over 1,200 global customers across Europe, the Middle East, and Africa. Its programs are tailored to clients' needs and delivered through its network of over 1,400 innovation experts.
Group Partners provides consulting services to help businesses adapt to today's dynamic environment. Their services focus on capability, composability, and extensibility thinking to help organizations develop the skills needed to succeed. They take a holistic approach using tools like the Dynamic Architecture and Capability Frameworks. Services range from strategic workshops to help envision the future to optimization programs to improve existing operations. The goal is to transfer capabilities that allow businesses to independently change and improve over time.
This document discusses infrastructure asset management and the services that can be provided to help optimize asset performance and efficiency. Key services include developing asset management strategies, collecting and analyzing asset data, assessing risks, creating maintenance plans, and providing tools to help determine when assets should be renewed, replaced, or maintained. The company can support clients throughout the entire asset lifecycle from planning to disposal.
The document discusses a framework for assessing and planning complementary soft skills for project teams. It identifies three dimensions to consider: project environment, project type, and project role. Different environmental factors, project types, and roles require different soft skill priorities. The framework provides guidance on determining critical soft skills based on these dimensions. An example case study shows how a project manager used the framework to identify soft skill gaps contributing to project issues. Addressing these gaps through an action plan helped improve team morale and client satisfaction.
The document discusses competency-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs in government. It includes definitions and proficiency levels for 25 behavioral competencies such as adaptability, communication, and organizational awareness. Technical competency areas are also listed. The document explains that competency profiles describing required skills and behaviors can be used for human resources functions like staffing, performance management, and career development.
The document discusses competency-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs. It includes definitions and proficiency levels for 25 behavioral competencies. The behavioral competency dictionary aims to describe the knowledge, skills, abilities and behaviors needed for successful job performance in IT roles. Managers can use the competency definitions and proficiency levels for tasks like developing job profiles, screening candidates and planning employee development.
The document provides definitions and behavioral indicators for various competencies relevant to IT jobs in the federal public service. It includes an introduction to competency-based management and descriptions of behavioral and technical competency dictionaries. The behavioral competency dictionary contains definitions and proficiency scales for 25 competencies such as adaptability, continuous learning, communication, and creative thinking. It is intended to help develop job competency profiles and assess skill levels.
Organizational capabilitity leveraging your intangible strengths _ncla patici...Michael Crumpton
This document provides an overview of organizational capabilities and how leaders can evaluate and build upon their organization's intangible strengths. It defines organizational capabilities as the routines and processes that transform inputs like resources into outputs like goods and services. Leaders are encouraged to conduct a capabilities assessment to identify their organization's distinctive capabilities and determine how to develop and leverage those capabilities to create value. The assessment involves creating a profile of the organization's current products/services and markets, identifying sources of competitive advantage, describing existing capabilities and competencies, and prioritizing the most strategically important ones. The goal is for leaders to gain clarity on their organization's core strengths in order to guide strategic decision making and resource allocation.
Agility Innovation Specialists aims to help organizations build capabilities and capacities for innovation. They focus on identifying business opportunities, developing expertise, and creating value for clients. Agility takes a structured approach, first seeking the client's perspective and challenges. They then work to structure a relationship and solution. Agility helps make the business case for innovation by quantifying value, identifying opportunities, and linking initiatives to outcomes and impact. Their goal is to improve innovation conditions and build greater synergies, capabilities, and capacities through tools, skills development, collaboration and leadership strategies.
The document describes Tvarita Consulting and the learning and development services they provide to organizations. Tvarita offers a wide range of customized training interventions designed based on a client's specific needs through research and stakeholder inputs. Their training programs use experiential learning models with a mix of pedagogies and real-life scenarios to address different learning styles. Tvarita aims to build individual and organizational capabilities to maximize potential and deliver value for their clients.
The document discusses employability skills, which are non-technical skills important for workplace success. It describes how employability skills were developed in Australia and include skills such as communication, teamwork, and problem solving. The document outlines how employability skills are embedded in training packages and assessed, provides an example of how they appear for different qualifications, and discusses engaging with industry and integrating the skills into teaching.
Navy Leadership Competency Model (NLCM) 5 Core CompetenciesCpo Creed
FIVE core competencies (Navy Leadership Competency Model):
1. Accomplishing Mission
2. Leading People
3. Leading Change
4. Working with People
5. Resource Stewardship
Wendy Woolfork is an experienced human resources executive with a track record of developing and implementing strategic HR processes. She is skilled at needs analysis, building consensus, and resolving conflicts. Woolfork is recognized as a visionary thinker who can align HR projects with business goals. She is an influential leader and motivator who has delivered extraordinary results when building corporate culture and high-performing teams. Woolfork is also a confident communicator who has successfully identified leadership weaknesses and coached behavioral change at all levels of an organization.
This document summarizes a webinar presentation about competency management in organizations. The webinar covered:
1) Understanding competencies as underlying characteristics like knowledge, skills, and attributes that lead to effective job performance.
2) Why competencies are important for aligning human resources systems like staffing, rewards, and development with business goals and strategy.
3) Guidelines for developing an effective competency model, including aligning it with business needs, translating concepts into observable behaviors, and using it across the organization.
This document describes a 10-month university course called "Leading Change for a Sustainable Chemical Industry" that aims to develop sustainability leadership skills for chemical industry professionals. The course uses a blended learning approach with online and in-person components. It teaches a proven framework for strategic sustainable development and helps participants apply it to drive innovation within their organizations and across the industry. Past participants found that the course increased their competence and confidence in sustainability issues while connecting them with a growing network of sustainability leaders.
This document provides an overview of the Stanford Advanced Project Management Certificate Program. It discusses that the program helps bridge the gap between knowing and doing project management through practical tools and techniques. It provides crucial insights and skills for managing projects, portfolios, and complex systems. The program includes core modules in leadership for strategic execution, converting strategy into action, and mastering the project portfolio. It also includes elective modules in areas like financial mastery, managing without authority, and project risk management. Completing the program could help save a company approximately €130k by improving performance and allowing one to manage a complex program that might otherwise require an additional full-time employee. The cost for the core modules is $2,925 and electives
Capacity2 is a 3-day intensive program that equips a team of facilitators within an organization to lead change initiatives. The program [1] develops the skills of participants to manage change through experiential learning and role modeling by an expert facilitator. Participants [2] gain experience facilitating workshops using the core steps of the Change2 process and receive feedback from peers and the facilitator. After completing the program, the team of change leaders [3] will be eager to apply their new skills and confidence to current change efforts within the organization.
The document provides information on competency dictionaries for IT jobs in the government, including:
1) The dictionaries describe both behavioral and technical competencies, with behavioral competencies covering skills like communication, creativity and relationship building.
2) Technical competencies cover skills specific to IT jobs like application development, database management and security.
3) The dictionaries are tools that can be used to develop job competency profiles describing the skills and behaviors needed for successful job performance.
The document provides information on competency dictionaries for behavioral and technical competencies for IT jobs across the government. It includes:
1) An introduction to competency-based management and how competency dictionaries are used to develop job competency profiles for human resources functions.
2) Details on the behavioral competency dictionary which describes non-technical competencies like adaptability, communication, and teamwork that apply to IT jobs.
3) Details on the technical competency dictionary which includes skills, abilities and behaviors required for specific technical knowledge and jobs in areas like application development, database management, and security.
A framework for a leadership model for a finance organization looking to create a finance team that is fully aligned with the business, driving shareholder value through timely, relevant, and accurate information - doing is efficiently and in compliance with all pertinent rules and regulations.
The document summarizes Pure Insight, a European provider of innovation insights and development programs. It offers corporate membership programs, workshops, and competence development programs to help clients build innovation capabilities. Pure Insight works with over 1,200 global customers across Europe, the Middle East, and Africa. Its programs are tailored to clients' needs and delivered through its network of over 1,400 innovation experts.
1. The 5 Capabilities
The 5 capabilities:
Capacity building is an integral part of development and something each
development partner in the C4C consortium has experience with. It is also a process
that is continuous, non-linear and influenced by the organisation that it takes place in
and the world surrounding it. ECDPM (the European Centre for Development Policy
Management) has developed 5 core capabilities that, in interaction with each other,
lead to organisational capacity.
The C4C consortium uses these same capabilities as an underlying framework for
capacity building in our Social Innovation Process. The capabilities are used to help
analyse what capabilities we can build on and which capabilities are present for
effectively formulating and implementing ICT4D projects.
It is important to note that capacity development (and the capability approach as
such) is useful and is to be used at the level of the partner organisations, as well as
at Connect4Change level and at the level of schools, farmer organisations and health
institutions involved in our programmes.
Capability to
adapt and
self-renew
Capability to relate and to
Capability to carry out
attract resources
technical, service delivery
and support
and logistical tasks
Capacity
Capability to commit
and engage Capability to
balance diversity
and coherence
2. The capability to adapt and self-renew:
Capability to
adapt and
self-renew
Capability to relate and to
Capability to carry out
attract resources
technical, service delivery
and support
and logistical tasks
Capacity
Capability to commit
and engage Capability to
balance diversity
and coherence
An example from ……….
on the capability to adapt and self-renew:
3. The capability to adapt and self-renew:
Can you adjust when things change?
The capability to adapt and self renew is not only a key requisite for organisational
survival, it is also central to its ability to continue to be relevant, effective and
efficient within a changing environment and towards changing needs.
This capability is about the flexibility to adapt to changing circumstances. Combining
short term responsiveness with the ability to focus over the long-term on the
development of more complex capabilities such as slow, incremental, collective
learning is a difficult capacity challenge. Less effective organisations fail at one or
both of these tasks, or find it difficult to sustain both processes over a long period in
a context of shifting political trends and bureaucratic dynamics.
The capabilities associated with adaptation and change include:
• to improve individual and organisational learning;
• to foster internal dialogue;
• to reposition and reconfigure the organisation;
• to incorporate new ideas; and
• to map out a growth path.
4. The 5 Capabilities
Capability to
adapt and
self-renew
Capability to relate and to
Capability to carry out
attract resources
technical, service delivery
and support
and logistical tasks
Capacity
Capability to commit
and engage Capability to
balance diversity
and coherence
An example from ……….
on the capability to carry out technical, service
delivery and logistical tasks:
5. The capability to carry out technical, service
delivery and logistical tasks:
Do you show what you can do?
The capability to carry out technical service delivery and logistical tasks describes the
knowledge, expertise and experience required to carry out actions and achieve the
results aimed for. This includes technical and logistical skills, but also managerial
capacity such as programme analysis, financial management, project management,
and advocacy.
This core capability underlies the most common way of thinking about capacity
issues. The emphasis is on functional, instrumental ways of meeting a set of
objectives and fulfilling a mandate. The core capability to perform, deliver services or
achieve results is an obvious and crucial element of the capacity puzzle.
This includes the following capabilities:
• to deliver services;
• for strategic planning and management ;
• for financial management
6. The 5 Capabilities
Capability to
adapt and
self-renew
Capability to relate and to
Capability to carry out
attract resources
technical, service delivery
and support
and logistical tasks
Capacity
Capability to commit
and engage Capability to
balance diversity
and coherence
An example from ……….
on the capability to balance diversity and coherence:
7. The capability to balance diversity and
coherence:
Is the system stable as a whole?
By ensuring availability of a broad variety of skills, perspectives and visions amongst
its members and divisions an organisation develops resilience and the flexibility to
react adequately to different situations. It is a prerequisite for continuous renewal
and innovation (see also the capability to self-renew!). However, diversity needs to
be balanced against coherence in order to avoid the risk of fragmentation and
disintegration.
Organisations also struggle to balance their different capabilities. If they pay too
much attention to the technical and the substantive, they begin to lose a sense of
themselves as human community. Too much attention to the ‘soft’ capabilities, and
they begin to lose the ability to deliver technical value and services. Thus all the
actors try to balance different aspects of their capacity and arrive at some sort of
coherence.
The core capability to balance diversity and coherence includes the following
capabilities:
• to communicate;
• to build connections;
• to manage diversity; and
• to manage paradox and tension.
8. The 5 Capabilities
Capability to
adapt and
self-renew
Capability to relate and to
Capability to carry out
attract resources
technical, service delivery
and support
and logistical tasks
Capacity
Capability to commit
and engage Capability to
balance diversity
and coherence
An example from ……….
on the capability to commit and engage:
9. The capability to commit and engage:
Do you (all) know where you go and do you have the
drive to get there?
The capability to commit and engage describes the awareness of the organisation or
system of its place in the World and its capability to organise itself and to motivate
and engage its staff and members to work energetically towards common goals. The
organisation and its members are aware of its legitimacy, keep a clear focus and
have confidence to address challenges. They do it in time, over time and frequently,
despite the opposition or resistance or noncooperation of others.
This is a condition that goes beyond conventional notions of ownership. It has a lot to
do with attitude and self-perception. It is connected to deeper patterns of behaviours
that are partly structural, partly psychological, and usually deeply embedded. The
condition of ‘stuckness’ is the most obvious sign of the lack of this capability. Many
organisations get stuck in a ‘low commitment, low capacity, low performance’
equilibrium that is a classic trap of weakened systems. This capability is least
understood by external actors. Funders can relate to organisations that are
technically or organisationally ‘unable’ to do certain things, and are usually puzzled
and frustrated by actors that appear ‘unwilling’ to commit given the pressing needs
to be addressed.
ECDPM regards this core capability as the one that energises all the others. Actors
that developed it could overcome enormous constraints. When it was absent or
weakened, they produced little of value.
This core capability depends on a series of what we call skills or abilities, including:
• the ability to encourage mindfulness;
• the ability and willingness to persevere;
• the ability to aspire;
• the ability to embed conviction;
• the ability to take ownership; and
• the ability to be determined.
10. The 5 Capabilities
Capability to
adapt and
self-renew
Capability to relate and to
Capability to carry out
attract resources
technical, service delivery
and support
and logistical tasks
Capacity
Capability to commit
and engage Capability to
balance diversity
and coherence
An example from ……….
on the capability to relate and to attract resources
and support:
11. The capability to relate and to attract resources
and support:
When needed, are you able to mobilise assistance?
An organisation or system does not stand on its own and needs to be able to initiate
and maintain relationships with other organisations and individuals and need to be
able to attract support and resources for its continued existence. Through building of
coalitions and alliances one’s legitimacy and position can be consolidated and
effectiveness can be enhanced. This capability further relates to the ability of an
organisation to attract resources and finally describes its ability to influence its
environment through negotiation and advocacy. The capability deals with being able
to craft, manage and sustain key relationships.
It also has political aspects, as organisations frequently have to compete for power,
space, support and resources with a variety of other actors. If systems become
obsessed with their own survival and vested interests, they lose the capability to
innovate and experiment, and performance is quickly sacrificed.
It includes the following capabilities:
• to earn credibility and legitimacy;
• to buffer the organisation or system from intrusions;
• to earn the trust of others, such as donors and clients; and
• to combine political neutrality and assertive advocacy.