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CAPABILITY SNAPSHOT

Understanding it
Understanding It
Benefits
Applications
Case Studies
CS Downloads (pdf)
The Capability Snapshot is a technology driven 360º survey methodology to evaluate and improve any type of organization. Internally, management and employee groups, and externally, customer and other stakeholder groups, provide candid measures of their perception of the organization's fundamental elements, its Essential Capabilities. The comparison of these perceptions among and between groups provide management with information that can help improve any type of organization. The Capability Snapshot:
  • Identifies an organization’s strengths and weaknesses and highlights practices that can be improved
  • Enables the aggregated perceptions of all key stakeholders to be compared to determine the degree of organization alignment
  • Compares the organization to its competitors as seen by its customers
  • Permits the organization to concentrate on improvements that are the most profitable
  • Identifies the organization’s culture and provides benchmark data against which future evaluations can be compared to measure progress
The Capability Snapshot’s customized questionnaire includes 4 questions for each of the 15 Essential Capabilities (the respondent rates each question on a scale of 0-10) for internal respondents and 30 questions together with open ended questions for external respondents. In addition, respondent groups can be subdivided to meet the specific needs of each organization.

The following table defines each of these 15 Essential Capabilities and the 5 Strategic Challenges that make up the model on which the diagnostic is based. These Essential Capabilities and Strategic Challenges are common to all types of profit and non-profit organizations as well as governments at all levels.


5 Strategic Challenges 15 Essential Capabilities
OPERATIONS EFFECTIVENESS
Doing the right things in the right way
Cost Management- Providing goods and services at the lowest possible cost
Quality improvement - Continuously improving the quality of goods and services
Time Utilization - Being fast and reliable in providing goods and services
ORGANIZATION AGILITY
Assuring that the organization adapts to change
Rethinking Strategy - Reviewing the formulation and implementation of organization strategy
Redesigning Structure - Designing new procedures that yield high performance and quality service
Reengineering Processes - Making significant improvements in work processes
CUSTOMER SATISFACTION
Delivering outstanding value to customers
Customer Focus - Listening to customers and acting on their behalf
Customized Value - Customizing goods and services to each specific client
Customer Partnering - Forming unique relationships with certain clients to enhance their success
INNOVATION OPPORTUNITIES
Seeking and realizing breakthrough innovations
Product / Service Development - Developing new products, features and services that respond to client needs
Market Foresight - Identifying emerging trends, changing values and competitor strategies
Knowledge Leverage - Making optimum use of available knowledge, expertise and technology
LEARNING CULTURE
Creating conditions that support continuous learning
Employee Involvement - Encouraging everyone's participation in achieving organizational purpose
Competence Development - Raising the competence level of all managers and employees
Teamwork Commitment - Inspiring personal dedication to group objectives and values
All CSI diagnostics are implemented in a similar manner (see “Implementation”)

THE FRAMEWORK MODEL ON WHICH THE CAPABILITY SNAPSHOT IS BASED



The Capability Snapshot® model is based on a map that defines  Higher-Performing, Agile, Learning, Organizations (HALO). This map shows the organization's strategic alignment in terms of Time and Focus of attention. Improvements in four Strategic Challenges are made possible by a fifth Strategic Challenge the Learning Culture.

Each Strategic Challenge is operationalized by the 3 Essential Capabilities as outlined above.

For a more detailed explanation read a Paradigm for Continuous Organization Renewal.

THE HALO MAP


 

CAPABILITY SNAPSHOT

Benefits
Understanding It
Benefits
Applications
Case Studies
Technical Summary (pdf)

Benefits from doing a Capability Snapshot are derived from management being able to focus on information in the report with the help of a facilitator to understand the root cause of your organization’s strengths and weaknesses. This “sensemaking” session helps prioritize those areas where you may wish to make improvements that represent best value.
 
STRATEGIC CHALLENGE (COMPARISON OF RESPONDENT CATEGORIES)

Do all stakeholders see the organization in the same way? Does management perceive the organization in a more favorable light than customers?
Strategic Challenge
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COMPETITIVE COMPARISONS

Who is a potential threat to your company as seen by your customers? What should be done about it?
Competive Comparisons
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ESSENTIAL CAPABILITIES

Do certain customer groups have a less favorable impression of your company than others? How will this impact your growth strategy?
Essential Capabilities
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ESSENTIAL CAPABILITIES

Do different groups of employees see the organization in the same way? If not, should management do something about it?
Essential Capabilities
Click to enlarge
BUSINESS PRACTICES

Can any of the top 5 practices as seen by customers be transformed into a competitive advantage? Will any of the bottom five practices as seen by a customer group lead to loss of market share?
Business Practices
Click to enlarge


 

CAPABILITY SNAPSHOT

Applications
Understanding It
Benefits
Applications
Case Studies
Technical Summary (pdf)

The comprehensiveness of the Capability Snapshot model and its unique design allows it to be applied for different organization needs.The following are outlines of how the Capability Snapshot is adaptable for dealing with some specific ones. What is Your interest?




MANAGING / MONITORING CHANGEHow do we know where we are going if we don’t even know where we are? Organizations are always undertaking initiatives of different sorts to improve themselves. It may be the implementation of new... Open article
ASSESSING / MONITORING TRAININGA well-trained management and workforce are essential to any organization’s competitive positioning. Recognizing the value of the improvement of the competencies of its human resources, successful... Open article
FOR HUMAN RESOURCE DEPARTMENTSHuman Resource departments strive to link their programs to develop the competencies of their workforce to their company’s efforts to implement a strategy that achieves and sustains competitive... Open article
DUE DILIGENCE'If I only knew before, I would have ….' A bank providing a significant loan. A venture capitalist backing a fast growth firm. ... Open article
STRATEGIC PLANNINGHow can we plan to grow our organization if we do not have the capabilities to achieve our objectives? Good strategic planning is not done in a vacuum. It is an outcome of an... Open article
MERGERS AND ACQUISITIONSThe majority of mergers FAIL! It is estimated that upwards of 70% of mergers either completely fail or never live up to their planned results. Of course, some mergers shouldn’t even ... Open article
MANAGING TOTAL QUALITYThe Capability Snapshot is an ideal resource for leaders and managers striving to implement a continuous process of quality improvement.... Open article


 

CAPABILITY SNAPSHOT

Case Studies
Understanding It
Benefits
Applications
Case Studies
Technical Summary (pdf)
The Capability Snapshot has been successfully used by many different types of organizations.The following cases provide some insight on how the unique resource has assisted in organization improvement and renewal.
A TRAINING DIRECTORS DREAM - INTEGRATING INDIVIDUAL COMPETENCIES WITH ORGANIZATION NEEDSTo fulfill the company mission of becoming a learning organization, Bob, as the Director of Training and Development had begun by successfully championing the revamping of the organization's... Open article
DEALING WITH WORKFORCE MORALEThe Capability Snapshot workshop that I had just completed energized me. I began to call a few contacts of the companies that I had done consulting with while I was employed with a ‘major’ consulting... Open article
THE CAPABILITY SNAPSHOT ‘KICKED OUR BUTT’"What finally convinced us to undertake a Capability Snapshot," quoted the CEO of the company, "was the argument of our accountant that we’ve had good sales cycles before, and inevitably major slumps.... Open article
A MULTI OFFICE ENGINEERING CONSULTING FIRMEach office had its own methods and programs, and was successful in its own right. However, they had many problems in dealing with national accounts because of their different approaches.... Open article
MERGER OF TWO INSURANCE FIRMSAccording to the President of the merged organization, "this was an ideal merger situation. Each of us had a dominant position in our markets and together we foresaw the emergence of a national... Open article


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