Strategist's Toolkit: Capabilities Analysis

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En provenance du cours de University of Virginia

Business Strategy in Practice (Project-centered Course)

91 notes

University of Virginia

Business Strategy in Practice (Project-centered Course)

91 notes

Cours 5 sur 5 dans Specialization Business Strategy

A Capstone Project is an assignment designed specifically to apply and showcase the skills you learned in the Specialization. To this end, the Business Strategy Capstone Project, a comprehensive Strategic Analysis, provides an opportunity for you to synthesize concepts and knowledge from the four prerequisite courses in the specialization. You may continue with the organization you selected for previous assignments or select a new organization for this project. You will analyze the current state of the organization, strategic issues facing the organization, strategic paths the organization might pursue, make a recommendation of the best path for the organization to pursue, and write an Executive Summary. Your finished project will serve as an artifact showcasing your ability to conduct research on/within an organization, select and apply the most appropriate analytical tools, build a well-supported case for a specific position, and effectively communicate key points with executive leadership.

À partir de la leçon

Welcome and Getting Started

Welcome to the Business Strategy in Practice project-centered course and congratulations on completing the four prerequisite courses! In this course, you will bring together all that you have learned and employ your toolkit to develop your comprehensive Strategic Analysis. To get started, watch our "Welcome to the Business Strategy in Practice" video lecture. Then, read our Course Overview so you get a sense of what's ahead, including four milestones to help keep you on track to complete your project within the eight weeks. We are excited to watch you put your learning into action! Good luck, work hard, encourage one another, and enjoy!

Strategist's Toolkit: SWOT Analysis2:04

Strategist's Toolkit: Competitor Analysis2:48

Strategist's Toolkit: Environmental Analysis3:00

Strategist's Toolkit: Five Forces Analysis4:45

Strategist's Toolkit: Competitive Life Cycle Analysis3:00

Strategist's Toolkit: Stakeholder Analysis4:16

Strategist's Toolkit: Capabilities Analysis2:51

Strategist's Toolkit: Strategy Maps4:16

Rencontrer les enseignants

Michael Lenox
Senior Associate Dean and Chief Strategy Officer
Darden School of Business
Jared Harris
Samuel L. Slover Research Chair in Business Administration
Darden School of Business

Let's discuss Capabilities Analysis.

A capabilities analysis is one of the critical tools in any strategic analysis.

It is our primary tool for analyzing the internal capabilities of an organization.

There are three primary steps for thinking about a capabilities analysis.

But first, is to identify those capabilities.

The first way to do that is by identifying the value chain, understanding how

does a company take various raw material and turn that into products and services?

What are the steps along the way and then what are the secondary activities,

be it human resource practices, research and development and

the like, that then supports the creation of those goods and services.

These become the capabilities.

Once we outlined these capabilities, we want to unpacked them further and

understand what are the underlying people processes and

systems that generate these capabilities at the end of the day?

So for example, Apple might have a capability of being creative,

and the question is, what are the people, processes, and systems

that they have in place to allow for this creative capability that they possess?

Once we've identified the capabilities and the underlying people, processes, and

systems that generate them, then we need to ask ourselves about alignment.

To what degree does the set of capabilities work together as a cohesive

system internally, as well as create value that creates value for

those externally to the organization.

So, alignment both internally and externally.

Last but not least,

we want to ask ourselves a set of sustainability questions here.

And by this we mean,

do these set of capabilities first create competitive advantage, and

second, whether that competitive advantage can be sustained over time.

So the the first question you want to ask is about imitability.

Are these capabilities imitable by other organizations or other companies?

The second thing you want to ask are, are these capabilities durable?

Will they persist into the future?

Will they last or will they degrade over time?

We can think of both human and

physical assets as both of things that will eventually degrade over time.

There might be other challenges to durability,

such as whether there's a change and the need for that capability moving forward.

So to summarize, capability analysis is a critical tool in your toolkit.

It helps us understand the internal environment of the organization.

It helps us identify the capabilities the firm has and ultimately assess whether

these capabilities provide competitive advantage or not and

whether they're sustainable moving forward.

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