An organisational capability framework creates a common language of expected behaviours across teams, as well as providing a basis for resourcing and workforce planning activities. For more content like this, check out Acorn Labs: http://acornlabs.education/

1. Organisational
Capability
Framework
Why strategic learning is an
important step

2. Definition
An organisational capability framework outlines the capacity,
skills, knowledge and behaviours needed to successfully meet
a company’s specific objectives.
It creates a common language of expected behaviours across
teams, as well as providing a basis for resourcing and
workforce planning activities.

3. Organisational Capabilities
Organisational capabilities comprise the skills, knowledge,
activities, information, processes, staffing systems and
technology that a specific organisation depends on.
It’s not that that another organisation can’t do the things yours
does, it’s that they can rarely replicate exactly how you do it.

5. How does it help
Organisational capabilities give your organisation a base for
strategic workforce planning and business planning.
For many, a framework can help in 4 ways:

6. • Plug risks associated with changes
• Create a universal language and market for
strategic issues
• Clearly define competitive differentiators
• Be a stable reference for business architecture.

7. Strategic
Learning

8. What is it?
Strategic learning is a dynamic approach to L&D that shapes
learning programs with insights from your internal and external
environments, ultimately adapting them to meet changing
business and employee needs.

9. Strategic learning and capabilities
Tying strategic learning to capability frameworks benefits
organisations by making capabilities a dynamic learning
resource that you can upgrade, nurture or even abandon as the
organisation evolves. It only takes 4 steps.

11. Step 1: Analysis
At this stage, you’re gathering insights that form the basis
of any strategic choices. This is where competitive
advantage begins. The aim is to understand your external
environment against your internal realities to determine
your most optimal future direction.

12. Step 1: Analysis
For some organisations, looking inwards can be the harder
part of an environmental scan. Heatmapping is one way
you can easily determine what’s at risk and needs
attention. It priorities capabilities by risks to their
performance.

14. Step 2: Focus
Once you have the right data, the next step is to define
key deliverables of learning programs. Consider
employee needs alongside business drivers as this will
give you better clarity on the content and design of a
learning program.

15. Step 2: Focus
Note: It can be easy to focus solely on technical
business drivers when developing capabilities, yet
research shows that behaviours are often more
important when creating an agile business structure.

16. Step 3: Execute
Now planned, strategy can be implemented. Establishing a
focus means that employee training is fit for purpose for
individuals and the organisation from the outset. Ensure
you set the climate for learning and continue to experiment
with learning as it happens.

17. Step 4: Measure
This is the step that actually starts the learning loop. The
most effective way to measure the impact of L&D is
through performance management. Keep in mind that
capabilities are learned over time. You can’t do one
learning cycle and expect all employees to suddenly
possess optimal capability.

18. Step 4: Measure
This step is also where you update your initial insights or
even your methods of examination. What you’ve learned
from this cycle may provoke a new environmental scan
which takes you back to Step 1.

19. You can learn more about this
topic by checking out the full
article:
https://acornlms.com/resources/organisation
al-capability-framework