Home
Search results “Organizational capabilities and resources”
Resources to Capabilities to Competencies
 
07:49
Before you perform your SWOT analysis as part of your strategic planning process, can you distinguish between your resources, capabilities, and competencies? Watch this video for a quick explanation.
Views: 36770 Soma Datta
2.1 Strategic Capabilities of Organisations
 
07:52
This is course in development. All videos made so far available are in this playlist: https://www.youtube.com/playlist?list=PLZDZwPWTxRmHHEfJW_6orzDXS1pPeUkP9
Views: 1621 MeanThat
Internal Analysis: Your Competitive Advantage
 
18:19
Internal analysis is the process of identifying and evaluating an organization's specific characteristics, including its: Resources. Capabilities. Core competencies. To read the written text and obtain a free download, please visit: http://trinitywebworks.com/iaca2017 Trinity Web Works, LLC. 1050 25th Street, #13784 Salem, Oregon 97301 971-220-2090 Email: [email protected]
Views: 2648 Tony Marino
Organizational Knowledge, Capabilities, and Resources
 
01:06
http://academlib.com/3760/management/organizational_knowledge_capabilities_resources#706 Further adding to the complexities of organizational innovation is the fact that innovation and tacit knowledge reside not just within individuals but within groups of individuals and even organizational cognitive structures. Research in organizational knowledge and learning suggests that organizations learn and can possess and use knowledge, including tacit knowledge.37 While the knowledge may reside in individuals, it combines to form organizational knowledge, which resides in organizational processes, practices, culture, and norms.38 Therefore, in addition to having an innovative chef, one can also have an innovative cooking staff. Just as chefs can use their tacit knowledge skills and capabilities in their culinary creations, so can an organization use its individual and group tacit knowledge and corresponding skills and capabilities to create products, services, and processes that deliver superior customer value. ...
Views: 93 Academ Lib
Organization Capabilities - HR Transformation Tool 3.1
 
03:27
Watch a video of Dave Ulrich explaining the importance of Organization Capabilities and why they are HR's number one deliverable. HR Transformation is a no-nonsense handbook offering a clear process and useful tools HR leaders and line managers can leverage to position their organizations for success. By accomplishing transformation, we envision HR continuing to be center stage as organizations face greater business changes than they have ever faced. We are advocates for the profession and the leaders who make it happen. We hope this work will help continue to make HR the essential source for strategic solutions. For other tools, visit http://www.transformhr.com
Views: 10190 The RBL Group
Business Strategy Part 2: Organizational Capabilities (Sandra Waugh Ruggles)
 
17:17
https://www.ibiology.org/professional-development/business-strategy/#part-2 Learn how scientific companies develop and execute strategy. In these videos you will learn basic concepts of business strategy used in industry and academic settings. This presentation covers value proposition, market analysis, organizational context, and how businesses develop and execute strategy. These videos are designed to teach bench researchers the basic business concepts to succeed in their next career step. The target audience is basic and biomedical science graduate students or postdocs pursuing an academic or industry research career. These videos were co-produced with the University of California, San Francisco and funded by the Burroughs Wellcome Fund.
What is a capability?
 
04:28
A few differentiating capabilities drive a company's identity and success. But what do we really mean by a capability? In this video we define what a capability is — the combination of processes, tools, skills and behaviors, and organization that delivers a specified outcome — and show how differentiating capabilities create unparalleled value for a company. We use Frito-Lay and its direct-store delivery capability as an example to illustrate this powerful concept. Learn more: http://www.stratgeyand.pwc.com/global/home/what_we_think/multimedia/video/mm-video_display/CDS-explained-video-2012
Views: 56953 Strategy&
Organizational Capabilities Video
 
01:59
-- Created using PowToon -- Free sign up at http://www.powtoon.com/youtube/ -- Create animated videos and animated presentations for free. PowToon is a free tool that allows you to develop cool animated clips and animated presentations for your website, office meeting, sales pitch, nonprofit fundraiser, product launch, video resume, or anything else you could use an animated explainer video. PowToon's animation templates help you create animated presentations and animated explainer videos from scratch. Anyone can produce awesome animations quickly with PowToon, without the cost or hassle other professional animation services require.
Views: 123 Sarah Chche
ACCA P3 Chapter 6 Strategic Capabilities
 
12:39
ACCA P3 Chapter 6 Strategic Capabilities Free lectures for the ACCA P3 Business Analysis Exams
Views: 10208 OpenTuition
Organizational Capabilities : a success factor !
 
01:59
-- Created using PowToon -- Free sign up at http://www.powtoon.com/youtube/ -- Create animated videos and animated presentations for free. PowToon is a free tool that allows you to develop cool animated clips and animated presentations for your website, office meeting, sales pitch, nonprofit fundraiser, product launch, video resume, or anything else you could use an animated explainer video. PowToon's animation templates help you create animated presentations and animated explainer videos from scratch. Anyone can produce awesome animations quickly with PowToon, without the cost or hassle other professional animation services require.
Views: 120 Sarah Chche
The Analysis of Resources and Capabilities
 
06:39
http://academlib.com/3596/management/analysis_internal_environment-strengths_weaknesses#304 The definition of resources excludes assets readily available in markets. Resources include financial, human, knowledge, physical, organizational, reputational, and technological assets. Knowledge ranges from "information" that is relatively easy to codify and transmit to "know-how" that is tacit. Knowledge creation and management are potential sources of competitive advantage, especially if they enhance valuable tacit "know-how" or provide information enabling a "first-mover" advantage. ...
Views: 1035 Academ lib
Resources and Capabilities
 
02:27
I created this video with the YouTube Video Editor (http://www.youtube.com/editor)
Views: 29 Abel Morales
Resources and Capabilities
 
02:24
via YouTube Capture
Views: 162 Chris Kayton
Resource Based View and Internal Analysis
 
33:13
Subject:Management Paper: Strategic Management
Views: 16019 Vidya-mitra
Business Strategy - Core Competencies
 
08:15
Core competencies are very similar to the "strengths" of a business as reflected in a SWOT Analysis. Core competencies are the things that are unique to a business which can create strategic advantage. This short revision video explains the concept of core competencies further.
Views: 64479 tutor2u
Bridging Present Capabilities and Future Success. Organizational Ambidexterity
 
02:42
Large, incumbent firms are often handicapped by their inability to explore new opportunities. Great firms, on the other hand, are able to overcome the tension between present and future success by exploiting and exploring simultaneously. Harvard?s Michael Tushman discusses ambidexterity in organizations and senior teams and the key ingredients that help them succeed. Get inspired! Subscribe to IESE's YouTube Channel: http://bit.ly/IESEyoutube http://www.iese.edu/
Views: 10226 IESE Business School
Internal Analysis
 
13:15
This course discusses the techniques of evaluating a company’s internal situation, including its collection of resources and capabilities, its cost structure and customer value proposition, and its competitive strength.  The internal environment includes elements within the organization’s boundaries, such as employees, management, and corporate culture. The stronger a company’s current overall performance, the less likely the need for radical changes in strategy. A resource is a competitive asset that is owned or controlled by a company. A capability is the capacity of a company to competently perform some internal activity. Capabilities are developed and enabled through the deployment of a company’s resources. A dynamic capability is the ability to modify, deepen, or reconfigure the company’s existing resources and capabilities in response to its changing environment or market opportunities. A value proposition is an innovation, service, or feature intended to make a company or product attractive to customers. A company’s customer value proposition and cost competitiveness depend not only on internally performed activities (its own company value chain), but also on the value chain activities of its suppliers and forward channel allies. Competitive advantage is the leverage that a business has over its competitors. A company’s competitive strength scores pinpoint its strengths and weaknesses against rivals and point to offensive and defensive strategies capable of producing first-rate results. Strategic issues are found by pinpointing the precise things that management needs to worry about sets the agenda for deciding what actions to take next to improve the company’s performance and business outlook. Compiling a “worry list” of problems and issues creates an agenda for managerial strategy making.
Views: 4971 Gregg Learning
Internal Organization Capabilities    Samsung and Apple
 
05:37
Group Project MGT - 499 Part 3
Views: 1640 Aaron D'Angelo
How to Build Personal and Organizational Capability
 
01:49
The value in attending NextGen Change Management certification at an AIM Accreditation session. Read more at our blog: https://www.imaworldwide.com/blog/how-to-build-personal-and-organizational-capability-for-next-generation-change-management
Views: 18 IMAWorldwide
Organizational Strategy
 
01:23
In thinking strategically about a company, managers of all types of businesses must develop a clear understanding of what moves and approaches will be employed to gain advantage in the marketplace. A organization's strategy explains why the company matters by specifying an approach to creating superior value and determining how capabilities and resources will be utilized to deliver the desired value. In effect, the crafting of a strategy represents a managerial commitment to pursuing an array of choices about how to compete. In most industries, companies have considerable freedom in choosing the how's of strategy.
Views: 1553 Gregg Learning
What are Organisational Resources?
 
02:15
The video explains what are organisational resources and the effect on its utilisation.
Views: 123 Kumaran Rajaram
6EMHO705 Resources, competencies and core competencies
 
09:29
A preparatory session for the session on the Analysis of the Internal Environment. This session discusses the resources, competencies and core competencies, what needs to be done to identify them in order to create a competitive advantage.
Views: 257 Patrick Taffin
Allocating Resources
 
02:01
In this course you will learn why resource allocation should always be based on strategic priorities. Early in the process of implementing and executing a new or different strategy, top management must determine what funding is needed to execute new strategic initiatives, to bolster value-creating processes, and to strengthen the company’s capabilities and competencies. This includes careful screening of requests for more people and new facilities and equipment, approving those that hold promise for making a contribution to strategy execution, and turning down those that don’t. A company’s strategic priorities must drive how capital allocations are made and the size of each unit’s operating budgets.
Views: 667 Gregg Learning
The role of organisational capabilities in achieving superior sustainability performance
 
01:52
Dr Stephan von Delft, Lecturer in Strategy, tells us about his research titled ‘The role of organisational capabilities in achieving superior sustainability performance’. http://www.gla.ac.uk/schools/business/staff/stephanvondelft/ http://www.gla.ac.uk/schools/business/research/centres/strategyanddecisionmaking/ http://www.gla.ac.uk/schools/business/research/ http://www.gla.ac.uk/schools/business/ https://twitter.com/ASBSresearch
10 Building Blocks of Organizational Change Capability
 
06:21
How is developing change management competency different from creating organizational change capability? We recently received an RFP from a global manufacturing organization interested in creating “change management” competency across the enterprise. Our team attended a Q&A session. We were asked, “How is developing change management competency different from creating organizational change capability?" In the video, I discuss this conversation in more detail and provide ten building blocks that are essential to creating real change management capability across any organization... http://www.lamarsh.com/10-building-blocks-organizational-change-capability/
Views: 951 LaMarsh Global
Strategy and Competitive Advantage
 
02:58
The heart and soul of any strategy is the actions and moves in the marketplace that managers are taking to gain a competitive edge over rivals. Competitive advantage is a condition or circumstance that puts a company in a favorable or superior business position. There are five frequently used and dependable strategic approaches to setting a company apart from rivals and winning a sustainable competitive advantage. Strategy leaders need to understand these five strategic approaches to setting an organization apart and winning competitive advantage.
Views: 1468 Gregg Learning
How Digital HR Capabilities Change People Management
 
02:20
Digital HR helps to alleviate frustration with people processes and aims at reaching a global pool of talent to get the best candidates. For more information on this subject, download the white paper here: https://www.onlinewhitepapers.com/human-resources/how-digital-hr-capabilities-change-people-management/ ABOUT: Online White Papers, a web brand of Bython Media, helps company executives and IT decision-makers identify the problem areas of their business as well as strategies, techniques, and technologies to inform employees, give insight and support where needed, and to streamline the business process. A vast repository of professional resources from leaders in the IT, finance, marketing, and human resources industries brings solutions to your fingertips. Find out more at OnlineWhitePapers.com.
Views: 309 Bython Media
Alvino Klose - Organizational capabilities - English
 
01:21
Harmonious leadership for results applied in the exercise of the directive positions occupied along the professional functions. http://paginas.terra.com.br/informatica/klose/index_en.htm
Views: 236 Alvino Klose
02 01 06 What is the Resourced Based View
 
03:07
The Resource Based View is the theory that firms can compete effectively if they have resources that are valuable, rare, imperfectly imitable (hard to copy) and non-substitutable.
Resources to Capabilities to Competencies-Patrick Nshimiyimana
 
07:49
Before you perform your SWOT analysis as part of your strategic planning process, can you distinguish between your resources, capabilities, and competencies?
05 Strategic Planning Resources and capabilities
 
06:41
Resources and capabilities of a company and their relation in the strategic planning process
Views: 1374 Ronald Santos Cori
Resource-Based View
 
20:11
Views: 94618 ddd9255
Human Resource Organizational Demands
 
03:04
Let’s take a look at human resource organizational demands in terms of strategy, company characteristics, organizational culture, and employee concerns. Organizational demands are factors within a firm that affect decisions regarding how to manage employees. A company’s strategy is its plan for achieving a competitive advantage over its rivals. Strategy drives the activities that a company performs to attract and retain customers relative to its competitors. Companies realize a competitive advantage when they implement a strategy that has value for customers and that rival firms are unable to duplicate. Companies have a wide range of strategies from which to choose. The strategy that a company chooses influences the types of jobs that must be performed to meet its objectives and, consequently, influences its primary HR activities. Organizational culture is the set of underlying values and beliefs that employees of a company share. Timely address of employee issues and concerns is a critical component in a company’s success. Employees may experience the stress of single parenting, caring for aging parents, or juggling schedules with an employed spouse.
Views: 75 Gregg Learning
Lezione di Resources, Knowledge and Dynamic capabilities
 
00:28
Docente: Paolo Aversa Strategia aziendale per Master in Gestione d'Impresa e Master in Retail Management Marketing
Dynamic Capabilities Perspective and HR Strategy
 
01:27
http://academlib.com/3735/management/agencytransactions_cost_perspective_strategy#331 The dynamic capabilities perspective is an extension of the resource-based view of the firm.32 It considers issues of firm strategy that are modeled specifically on dynamics and high-velocity environments. The perspective views firm performance as being largely contingent on internal (organizational) capabilities. Due to the critical emphasis on the internal (organizational) processes of a firm, this perspective may resonate with a TMT that believes that the competitiveness and sustainability of their company is likely to increase when the internal (organizational) processes are efficient given fluctuating external environments. It may also appeal to a TMT that believes that the industry is unstable and thus company performance may be vulnerable depending on how it responds to this instability. A possible HR strategy might thus be characterized by: ...
Views: 213 Academ Lib
Business strategy - SWOT analysis
 
03:08
On Udemy: https://www.udemy.com/user/365careers/ On YouTube: https://www.youtube.com/365careers On Facebook: https://www.facebook.com/365careers/ On the web: http://www.365careers.com/ On Twitter: https://twitter.com/365careers This lesson on Business strategy introduces the idea behind doing SWOT analyses. Watch more at https://www.udemy.com/mba-in-a-box-business-lessons-from-a-ceo . This video is part of a series of short lessons about Business Strategy. The complete module can be found on Udemy, as a core part of the MBA in a Box course by CEO Valentina Bogdanova and 365 Careers. The course provides a complete Business Education: Business Strategy, Management, Marketing, Accounting, Decision Making & Negotiation in just under 10 hours. -------------------------------------------------- Strategy module table of contents: MBA in a Box: Introduction 1. What does the course cover? Section: 2 Strategy: An Introduction 2. The role of Strategy and what makes a Strategy successful 3. The difference between Corporate and Business Strategy 4. The importance of the Mission, Vision, Goals, and Values statements Section: 3 Strategy: The industry lifecycle model 5. The four stages of the industry lifecycle model - An introduction 6. The strategic importance of the industry lifecycle model 7. The Introduction stage - A new industry is born 8. The Growth stage - An industry in its expansion phase 9. The Maturity stage - An industry at its peak 10. The Decline stage - An obsolete industry Section: 4 Strategy: Porter's Five Forces model - The competitive dynamics in an industry 11. Michael Porter's Five Forces model 12. The threat of new entrants 13. The threat of substitute products 14. The intensity of current competition 15. The bargaining power of suppliers 16. The bargaining power of clients 17. Porter's Five Forces framework applied in practice Section: 5 Strategy: Game Theory - Studying the interaction between multiple parties 18. An introduction to Game Theory 19. Zero-sum games - approaching situations with a win-lose perspective 20. Non-zero-sum games - considering both cooperation and confrontation 21. Tobacco companies - a real-life example of Game Theory application Section: 6 Strategy: Focusing on the inside of a business 22. Focusing on the inside of a business - An Introduction 23. A company's lifecycle model - what should be done at different stages Section: 7 Strategy: Acquiring a competitive advantage 24. The quest for a competitive advantage - An Introduction 25. The importance of building a sustainable competitive advantage 26. The role of resources and capabilities 27. Acquiring an actual competitive advantage Section: 8 Strategy: The three main competitive strategies 28. The three main competitive strategies 29. Cost leadership - sell cheap 30. Differentiation - be different 31. Niche (Focus) strategy - find your niche market 32. The danger of hybrid strategies Section: 9 Strategy: Corporate growth strategies 33. The types of growth opportunities companies pursue 34. Organic growth - building a solid foundation 35. Inorganic growth - leveraging M&A transactions 36. Horizontal integration 37. Vertical integration Section: 10 Strategy: The SWOT analysis framework 38. An introduction to SWOT analysis 39. SWOT analysis in practice - Starbucks -------------------------------- Strategy analysis has two main branches – analysis of a firm’s external environment and analysis of a firm’s internal environment. SWOT is a famous framework that allows us to combine the two types of analysis. SWOT is sometimes referred to as internal-external analysis. The acronym SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. The first two, Strengths and Weaknesses, are related to a firm’s internal environment, while the last two, Opportunities and Threats, consider its external environment. Internal strengths and external opportunities are vertically paired as helpful elements, while internal weaknesses and external threats are paired as harmful elements. if we perform a company analysis, under strengths, we would expect to see its core competences, the areas where the business excels and has a competitive advantage over competitors. Weaknesses are areas that need improvement. Such vulnerabilities place a company at a disadvantage when competing against other firms. Opportunities can be seen as favorable factors existing in a company’s external environment, in the industry where it operates, and have the potential to improve its current results and competitive positioning. Threats arise in a company’s external environment and might harm its current business.
Views: 106950 365 Careers
Building Advantaged Capabilities: Missing Link Between Strategy and Impact webcast
 
01:00:10
An organization's competitive position is enabled by its ability to perform at a high level in differentiated ways; in short, its strategic success is enabled by distinctive organizational capabilities. The replay of this live webcast features Monitor Deloitte thought leaders as they draw on research and experience to help you identify and build the strategic organizational capabilities you need to become leaders in your industry.
Views: 548 Deloitte US
TEMO Toolbox: From Strategy To Organisational Capabilities
 
21:03
Lecture with Sara Grex and Søren Lybecker. Chapters: 00:00 - Introduction;
Views: 147 DTUdk
Integrated Surround Strategy The Levers to Increased and Sustainable Organizational Capability
 
45:50
Various human resources (HR), organizational development, and talent development programs may support some business strategies, but often, in the haste to roll out an initiative, integration and sustainability are not fully addressed. Looking through the lenses of organizational culture, readiness, capability, and right-sizing can mean the difference between simply offering programs and actually seeing a sustainable return on investment. By taking advantage of an integrated and collaborative approach via partnerships between executive sponsors, HR business partners, talent acquisition, talent development, and compensation, an organization can fully leverage these program opportunities. Each of these areas has leverage points that can be used to drive increased organization capability if used appropriately and in unison. So why isn’t an integrated approach the standard operating procedure for most organizations? In this recording, Vince Eugenio, Senior Leader Talent Development for Boys and Girls Clubs of America, and Karen Sieczka, Training Consultant for GP Strategies Corporation, discuss the following: • How do you lay the groundwork for long-term sustainability and return on investment? • How do you view an initiative prior to implementation to ensure success? • What levers are available and how do they fit into an integrated surround strategy?
Views: 58 GPStrategiesCorp
Aligning Individual Capabilities with Organizational Needs
 
03:15
David Spark catches up with Leighanne Levensaler of Workday at the Enterprise 2.0 conference for a chat about how modern tools can help organizations understand and fill their staffing needs. More info about the Enterprise 2.0 conference is at: http://www.e2conf.com Connect with Dice at: http://www.facebook.com/dice http://twitter.com/diceoutloud http://twitter.com/dicenews
Views: 283 DiceOutLoud