We all know that today’s business environment is characterized by shifting consumer preferences, frequent changes in the competitive environment, rapid technological advances, and increasing regulatory requirements, that ... among other factors ... place ongoing pressure on organizations to regularly transform as a matter of survival.

In this context, limited organizational changes are no longer adequate; there is often a need to adopt new business models or carry out extensive restructuring involving all parts of the organization.


This month we continue our white paper series on the Art and Science of Transformation with a paper entitled “Transformation Capabilities” - one of the important components of the transformation process.


In this paper we propose a broad conceptualization of Transformation Capabilities, which incorporates two separate but inter-related dimensions: the organization’s “strategic focus” and its “strategic capabilities”. These interact in ways that propel an organization forward, facilitating and driving transformation in ways that enable it to achieve and maintain its unique market positioning and competitive edge over time.

In this context, limited organizational changes are no longer adequate; there is often a need to adopt new business models or carry out extensive restructuring involving all parts of the organization.

This month we continue our white paper series on the Art and Science of Transformation with a paper entitled “Transformation Capabilities” - one of the important components of the transformation process.

In this paper we propose a broad conceptualization of Transformation Capabilities, which incorporates two separate but inter-related dimensions: the organization’s “strategic focus” and its “strategic capabilities”. These interact in ways that propel an organization forward, facilitating and driving transformation in ways that enable it to achieve and maintain its unique market positioning and competitive edge over time.

Read the report here