Organizational capability refers to carrying outOrganizationThe ability ofproduction efficiencyOr higher quality, the ability to transform its various elements into products or services.
Organizational capabilities include a set of capabilities owned by an enterprise that reflect efficiency and effectiveness. These capabilities can be reflected in the company'sproduct development In any activity from marketing to production.Carefully cultivated organizational capabilities can become a source of competitive advantage.
For a collective, establish a formal system that enables employees to work together best and perform their duties in order to achieve collective goals, namelyorganization structureIs an important guarantee to achieve the goal.Therefore, how to establish an organizational system and define the activities and responsibilities of everyone in the system, as well as theAssociation rulesIt will directly affect the efficiency and effect of collective action.The establishment of a scientific, efficient, rational division of labor, clear responsibilities, and sound system of organization isLeadershipTest and challenge of[1]。
Organizational capability is based on human resource management system“Organizational memory”It guides the "group" of enterprisesBehavior mode”It is difficult for individual employees to fight against this behavior pattern, and they will be naturally involved in it.From the perspective of form, organizational capability is shown as some expertise of enterprises in competition, which determines the ability of enterprises toExternal marketThe "possibility" of, such as the ability to quickly learn knowledge, the ability to quickly establish contact with external partners.[2]
1. It is unique. Every enterprise has different organizational capabilities.
2. Different organizational capabilities will also limit or strengthen the performance of enterprises at different levels.
3. Since organizational capability can be called the DNA of an enterprise, it naturally originates from the inside of the enterprise[1]。
Construction method
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Yang Triangle Theory
To construct or transform the DNA (organizational capacity) of an enterprise, it needs to be adjusted in the following three aspects at the same time:
1. Employee mindset: it involves what employees are willing to do, how to adjust their attitude, how to cultivate the enterprise culture, etc.
2. Employee competence: Sometimes employees may not have enough competence even if they are willing to cooperate, so enterprises should start from providing training and improving competence.
3. Employee governance: Even if employees have the will and ability to move towards the enterprise's goals, the enterprise's infrastructure, processes andorganization structureHowever, employees' efforts will be discounted or even ineffective, which will eventually make them lose motivation.
The construction of an enterprise's organizational capacity depends on the mutual cooperation of the three aspects mentioned above. Without any aspect, all efforts will be defeated[1]。
Sandwich Model
Organizational capability can be divided into three dimensions and summarized as one“SandwichModel ": (1)Organizational Values——Enterprise beliefIn a broad sense, the consensus on what to do and what to oppose includes the mission and vision of the enterprise.(2) Organizational Rules——The rule consensus formed by the enterprise on what behavior to approve and what behavior not to approve,ruleorExplicit rulesAll are OK, the key is whether the employees approve.（3）Organizational knowledge——The system, process, methodology, enabler, model, data, baseline, etc. formed by the enterprise are valuable experiences accumulated in practice and can be shared by all employees.
Achievements in the three dimensions have a progressive impact: organizational values are the underlying logic of the enterprise and determine the basis of employeesvalue judgment ；In practice based on organizational values, consensus on behavior will be reached, which will be embodied into a number of rules;The common action based on rules will precipitate various organizational knowledge.[2]
Sandwich Model
Form of expression
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1. Human resources development and management
2. Process and mechanism of resource and information sharing
Southwest AirlinesIts positioning is to replace long-distance land transport vehicles, so itsmanagement model There should be dense shifts, and the distance between stations is not long, and it should not only fly to the "metropolitan" area, but also provide more location options.
In order to meet the requirements of intensive flights, the process of aircraft takeoff and landing has been greatly reduced. The preparation time of Southwest Airlines for aircraft takeoff and landing is only half to a quarter of that of other airlines, which also makes it higherCost effectiveness；In order to enable employees to provide the best customer service quality, Southwest Airlines asks frequent passengers to assist in personnel selection, so that people who really meet customers' expectations (rather than the opinion of the company's supervisor or purely based on academic qualifications) can enter Southwest Airlines' services in such a way,It also imperceptibly establishes a very important concept in the minds of employees: customers are the boss[4]。
Wal Mart
Wal-MartSublate the pastdepartment storeThey are all based on the strategy of the city center, while the location is locked in the suburbsShopping Mall[4]。
Analysis conclusion
To cooperate with the innovative business model, these enterprises must also have unique organizational capabilities.These organizational capabilities includecorporate culture, employee mentality andWorkflowAnd so on.Some important messages can be observed from the case:
onecompetitive edgeFrom inside: pastStrategic planningThey focus on thinking about and analyzing the external environment. Success comes from building competitive advantages from within and integrating the technological, financial and strategic strength of enterprises through excellent organizational capacity.
2. Flexibility is better than positioning: in the past, the emphasis was on "flexibility", how to effectively integrate the company's resources to provide customers with faster and better services[1]。
