Capable Company

Chief Learning Officers who shape our program and deliver cohorts.

Chief Learning Officers

June Cohort

Cohort 1

Pilot for Consultants who can bring their client teams as cohorts

Consultants

Cohort 3

XG Cohort

Cohort 2

Align projects to realize vision by closing capability gaps … and how  AI can help.

Unlock the potential of your organization by making strategy actionable via a set of capabilities

Cohort 4

Assessing projects that close capability gaps can benefit from Wall Street thinking. View Projects as “real options” — projects interacting with each other over time to maximize results.&nbsp;This approach helps leadership teams understand not only which projects to invest in but when to make the investment.

Creating Organization Flexibility with Real Options

Adaptive leaders are the ones in demand. There are many leadership themes: People-Centered, Purpose-centered, Servant, Authentic, and more. They are all right but are they all equally helpful when waves of change are accelerating in speed and growing in amplitude? Increase your ability to bring experts from many disciplines with those who will operate the organization in future states and quickly agree on a course of action to address operational challenges as one team, a coalition for seamless transformation.

Tackle Adaptive Challenges

If you’re like many leaders you were caught flat footed by Going Digital or&nbsp;Covid 19 disruptions. And we all know there will be more disruptions. Our new course, Leading Through Adaptive Challenges provides the methods and tools to prepare you and your team to weather any disruption. The 2-day course on June 13 and 15 will be free to the first 40 enrollees in our pilot cohort. We'd greatly appreciate your feedback on the course.

Were you prepared for the Covid 19 disruption?

Making capabilities explicit is the work of leadership. But it is not theirs alone. It involves:<ul><li>Operating level executives establishing guidelines and a clear set of mission objectives and goals to close capability gaps.</li><li>Cross-functional teams aligning the organization on capabilities needed to deliver strategy</li><li>Chief Financial Officers providing a method for aligning investments to capabities required&nbsp;</li><li>IT and other functional leaders focusing resources on the enabling systems and support infrastructure to deliver capabilities.</li></ul>

A new skill for leaders

Would you start making a cake if … <ul><li>You were missing some of the ingredients.</li><li>Some cooking techniques were kept secret by the chef.</li><li>The customer for the cake was not known.</li></ul> Probably not. So why do some companies run their organizations without sharing the critical information about the identity of their organization and how the parts fit together to create desired customer experiences? Listen to Rich Lynch and Jim Dowling explain the information needed to align decisions in your organization.

Do you have the information to focus and align your team?

It is no wonder that companies have difficulty getting alignment around their strategy. They don’t define it clear enough to be executed. Leaders – at all levels - can have a big impact on a company’s results when they dare to ask five questions that oddly enough are seldom raised. The answers to these questions get at the organization’s architecture and describes the way the enterprise works and how its different parts fit together.&nbsp;

5 Really Big Questions

With respect to your participation on strategy execution teams, what is it about the models, methods, tools, and language used by the team that gets in the way of quick alignment and productive work.

Orchestration Challenges

Zenger and Folkman data makes the case that you are not alone in your frustration that you are not receiving the development you want to grow. <ul><li>19 is the average # of years a supervisor is leading without formal training</li><li>27 is the average age of a person promoted to a supervisor</li><li>46 is the average age of participants in company leadership development&nbsp;is programs</li></ul> Invest in yourself and learn the models, methods, and tools to tackle the tough challenges ... and stand out.

Frustrated your being left out?

 

Are you a member of one of these teams? If so, join us and discuss how you can orchestrate these teams and take Strategy to Results. Strategy FormulationEnterprise, Business, Technology ArchitectureOrganization Design, Development, Change ManagementTalent Management, Learning &amp; DevelopmentProgram Portfolio and Project ManagementTechnology TeamsAdd your team to the list? Sign up to receive “A Framework for Orchestrating Strategy to Results” and a schedule of invitations to FREE one-hour Zoom Meetings.

Orchestrate to Support the Work of Leaders
  

What percent of your education budget goes towards developing leadership ability to deliver results more consistently and operationalizing strategy shifts quicker, while seamlessly transforming behaviors and capabilities? Preview a 30-minute presentation and discussion about a new approach to leadership development that is immediately effectives, scalable, and economical. No Technology Investment Required.

Develop Leaders to Deliver Results 

What team is missing from this list of critical contributors to taking Executives’ Strategy to Results?<ul><li>Organization Design</li><li>Organization Change Management</li><li>Talent Management</li><li>Organization Development</li><li>Program Management Office</li><li>Learning &amp; Development</li><li>Technology Teams</li></ul>Join the waitlist and reserve your seat to take advantage of 20% discount if you choose to enroll in our special edition of Leading Through Adaptive Challenges.Join the conversation. Post your addition and comments.

Orchestrate to support the Work of Leaders

Prepare your people to take on the challenge of change. Shorten the time to cross the chasm of change; make the trough of chaos less deep; shift energy to building competence &amp; confidence; make even weak solutions work; shorten time to benefits realization. Join us and learn about how leadership can take proactive measures to prepare your people to take on the challenge of change.

Ouch! Change is Pain!

63% of next gen leaders feel that their employers don’t fully develop their leadership skills (HRPA) even though 64% of executives believe it is their top challenge to develop the next generation of leaders (Bersin). Is this problem too tough to solve?&nbsp; Sounds like it’s time for existing and aspiring leaders to act on what they can control: their own development. &nbsp;Learn what is takes to focus, align, and take actions - even when facing adaptive challenges - that will get you the recognition you deserve, &amp; business results your organization wants.

Act on what you can control

<a href="https://hrpa.s3.amazonaws.com/uploads/2020/10/HRPA-Millennials-Report-20161122.pdf" rel="noopener noreferrer" target="_blank">HRPA</a> research reveals that 63% of next-gen leaders feel that their employers don’t fully develop their leadership skills. Get the most from all of your leaders. Make courses, methods and tools available to them regardless of title or tenure.

Don't wait too long to develop your next gen leaders

Top Executives want leadership development to deliver business outcomes.&nbsp;Leaders and aspiring leaders want opportunities that prepare them for the future. The best way to accomplish that is to expand access to leadership development to leaders at all levels, provide a common language for strategy alignment, deliver the experience in the business context while allowing leaders to learn through self-study and collaborating with others to achieve business outcomes.

What Leaders Want from L&D

According to Josh Bersin, only 14 percent of companies say they have a strong bench of leaders. If you are in this group, start by broadening your definition of who is a leader. Then incentivize next-job leader skills to pull leaders onto the bench; add seats to the bench by opening leadership development to a greater pool of future leaders then watch them emerge.

Have a strong bench of leaders?

Most people think that leaders are the C-Suite and functional bosses but actually leaders include subject matter experts, program managers, and team leaders. Leaders at every level need development so that they can participate in strategy execution. This is especially true when tackling adaptive challenges.&nbsp;

You have more leaders than you think you have

Start building capabilities needed for the future but first apply our Framework for Adaptive Organizations to align the organization so that everyone can focus on the right priorities.&nbsp;&nbsp;

Stop working on the wrong projects

Provide all of your leaders with the same information about your organization's Aspirations, Intentions, and Pathway to success. Provide them common language, methods, and tools that accelerate their work. Learn about the Framework by building it.

Skip Forming, Norming & Storming

Learn proactive measures that you can take to accelerate change when the next disruptive wave arrives.

Orchestrator of enterprise performance 

Jim Dowling

Co-founder, CapableCompany

Innovator & strategy to results guide

Rich Lynch

Lead Teams Through Adaptive Challenges

Executive Coach

Make strategy actionable through a set of capabilities that shape your organization transformations

Co-founder, Capable Company

Amber Román

Principal & Founder, Sensata-llc

Richard Lynch

Capability Development

Enterprise Designer

Transformation Consultant

Strategic Advisor - Innovation & Transformation 

Sr Curriculum Manager

Director

Principal

Sr. OD Consultant

Equity Working Group Executive Liaison

Bose

Technology Evaluation Centers

The RBL Group

Insight Enterprises

Accelare

Analog Devices

In this course, you will learn the "what" "why" and "how" of meeting adaptive challenges. By approaching challenges from an idealized future state and working backwards to the means to operate and adapt in that future state, you will experience and affect a leadership transformation from individual leaders working alone and together to a organizational leadership capability that acts as one. You will have more than 6 hours of direct access to the faculty, plus the opportunity to engage members of the cohort and learn from them. Following the course, you, your team and fellow leaders will be better prepared to apply Adaptive Leadership and Capability methods to your challenges, conditions and context

Flip the script of transformation leadership

A framework and practices that orchestrate strategy to results

A method to rapidly focus, align and activate teams

The ability to connect the dots for aligned actions

Leaders at all levels who want to grow professionally and prepare themselves and their teams for adaptive challenges

Program and Project Managers as well as Subject Matter Experts, who want to expand their agency and accelerate team productivity

Internal and external leaders of Talent, Technology, Process, &amp; Culture design, development, and adaptation

Organizations that don’t express strategy in the form of capabilities often end up asking, “Why isn’t the strategy working?” To solve that dilemma, Capabilities emerge as a “Rosetta Stone” to translate strategy into projects and processes that are needed to produce desired results. We contend that Capability Models replace organizational charts in discussions about delivery.&nbsp;It answers the question, “What must we be able to do to execute our strategy and deliver results?” This is the work of leaders at all levels.&nbsp;Capabilities connect the work of IT, Business Architecture, Organization Design, Lean Teams, the Project Management Office, and other functions trying to get the right things done.&nbsp;Apply methods and tools to define capabilities, practice modelling capabilities and assessing them. You will have more than 8 hours of direct access to the faculty, including time after each live session plus the opportunity to engage members of the cohort and learn from them.&nbsp;Following the course, you and your team will be prepared to look at your organization through the lens of capabilities and lead strategy pursuit.

Extend your professional agency

Course syllabus

Get your team to start developing capability models by sharing our library of recorded videos to teach others in your company to implement our framework.&nbsp;Examples: Capabilities as a source of innovation and The language of business.

Bonus #1: "How to" Videos
 

One 30-minute coaching call with your faculty. Let's talk about challenges, strategy execution or a unique circumstance in your company.

Bonus #2
Private Coaching Call

Get access to our library of capability tools and templates to further empower your team to define, build and assess capability models. Examples: Bottoms up Capability Modeling: How to do and when to use and Assessing Capability Performance: Take the emotion out of scoring

Bonus #3: Tools and Templates

BONUS: extras to save you time!
 

Organization Design Professionals who want to adapt their organizational structures in the age of AI-enabled organizations.

Organization Effectiveness and Business Architecture Professionals&nbsp;who want to learn how capabilities address the missing link in strategy.

Leaders at all levels who want to get on the same page regarding capabilities gaps to align and accelerate team productivity.

Who this course is for

What you’ll get out of this course

<ul><li>Forget hierarchy and apply new Capability techniques and tools to manage up and across the organization</li><li>Bust functional silos! Learn how to develop more collaborative relationships with other leaders to address shared challenges and goals</li></ul>

Expand your agency as a leader
 

<ul><li>Strategy execution is not the work of a few leaders. Earn a seat at the table and contribute to the Mission by developing capabilities</li><li>Close a missing link in strategy execution by defining and evaluating capabilities</li></ul>

Relate Projects and Processes to the Capabilities required by Vision

<ul><li>Develop a common operations language to discuss strategy implications on the organization's potential</li><li>Use capabilities to frame “big questions” to manage up and move forward</li><li>Start building capabilities needed for the future</li></ul>

Rapidly focus, align and activate transformation

Align leaders around capabilities to produce desired outcomes and adapt projects and outcomes to changing conditions.

Coach to enterprises on growth, team performance & capability development

Enterprise performance coach and methodology innovator

Strategy-to-Results innovator

Business performance methodology innovator

Exceptional project leaders understand a critical truth: projects don't exist in a vacuum. They thrive when deeply aligned with the organization's operational capabilities and strategic objectives. This isn't just about delivering outputs; it's about understanding the tangible and intangible outcomes your projects are intended to achieve and becoming a true strategic business partner.Imagine having a clearer understanding of the fundamental building blocks of your organization: Communicate more effectively with stakeholders across all levels, using a shared language of business value.Make more informed project decisions, prioritizing initiatives that directly contribute to desired goals.Pivot quickly and confidently when faced with changing market dynamics or organizational needs.Manage project resources more effectively, ensuring they're focused on activities that drive the most significant impact. We'll equip you with actionable strategies to connect the dots between your organization's essential capabilities and your projects. You'll learn how to ask the right questions to uncover these critical links and ensure your work is always aligned with the bigger picture.

Business-Driven Project Leadership

Gain a powerful new strategic lens

Become a more influential communicator

Faster decision-making

Effective resource management

Project Managers who recognize that projects don't exist in isolation and are interested in addressing the bigger picture.

Business Analysts who have a project focus and are interested in bridging the gap between business needs and project execution.

Leaders at all levels who provide the necessary resources, guidance, and support to enable project teams to achieve their objectives.

Get strategic alignment around executive's expectations

Identify and form questions for executives that set project agendas based on business outcomes

Have conversations that solidify executive alignment

Connect-the-dots for sponsors about projects, resources, and the capabilities that produce outcomes

Allocate resources based on closing capability gaps

Even as conditions and preferences change, keep project focus on sustaining and extending differentiating capabilities

Double-down on differentiating capabilities

The Ecosystem Savvy Leader: Understand & act with impact

Julie Cunningham

Juie applies cognitive and complexity science to learning experiences.

Peter Murchland

Peter builds conversational bridges for actions among segments of enterprises.

James Dowling

Jim is an orchestrator of leader alignment and action.

Understanding your first steps towards more agency within and outside your ecosystem

What is your ecosystem

Understand your ecosystem and your agency within it

Increase your agency as a leader

Learn there is often flexibility among ecosystem participants, and you can influence lower risk and greater impact

Extend your ecosystem and extend your agency

The System Savvy Leader: Adaptive perspectives drive impact

Traditional, Agile, Disruption, Lean, Strategic, & Design, are all right and each is biased & incomplete

Each of 6 schools shapes design outcomes intentionally.

The Capability of enterprises to adapt itself to internal and external conditions demands holistic design

How Systems Thinking incorporates the others' principles

Understanding application of principles through discussion of what derails and delays your work

Why design principles matter more than methodologies

The Brain Savvy Leader: Language shapes thinking and doing

Understand the significance of giving attention to language when building a coalition to address complex challenges

Why words matter, but meanings matter more

Understand how language enables and constrains thinking and action-taking

Choose language that enables desired outcomes

Discover needs and opportunities for being and enabling brain savvy leaders

We will adapt our dialog to your needs

Enabling Adaptive Leaders & Leadership

James "Jim" Dowling

Co-founder of Capable Company and founding Exec of three boutique consultancies

How it is that even well-trained individual leaders struggle to gain agency and what they can do to empower themselves.

Leaders & Leadership Capability

You will take away a model for Adaptive Organization enablement

The power of shared models, methods, tools, and information

How you can connect the dots from their organization's Purpose to the Results that it strives to produce.

Orchestrating versus Managing strategy to results

From Technical to Adaptive Leadership

Organization Leadership and Performance Coach, Educator, Maker

Organize, unify, and activate teams to address challenges of any complexity.

Streamline your approach to transformation

Start where the challenge is met, and leaders are better prepared to adapt it through changing conditions in the future.

Approach challenges from the other side

How to prepare for and adapt seamlessly to novel challenges.

Learn directly from Capable Company