“The most important capabilities. . . aren’t. . .”

“The most important capabilities and concurrent disabilities aren’t necessarily embodied in the most visible processes, like logistics, development, manufacturing, or customer service.

In fact, they are more likely to be in the less visible, background processes that support decisions about where to invest resources—those that define how market research is habitually done, how such analysis is translated into financial projections, how plan and budgets are negotiated internally, and so on.

It is in the processes that many organizations’ most serious disabilities in coping with change reside.”

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“The most important capabilities. . . aren’t. . .”

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