COMPETITIVE CAPABILITY FRAMEWORK

Competitive Capability Framework

Clive Reynolds led the development of the Competitive Capability Framework at WMG, University of Warwick in the mid 1990s.

It has provided the basis for programme design and development for many businesses, including:

Acordis 
Airbus 
AstraZeneca
BAE Systems 
Marconi 
National Air Traffic Services 
Rover 
Smiths Aerospace 
Syngenta
UK Coal
Valley Forge Spore 

It was also the underpinning framework for a major Skills Development project withing the 'Premium Automotive R&D programme' (PARD), carried out in partrnership with Jaguar Land Rover, and funded by Advantage West Midlands.

This work resulted in the 'Transforming Capabiltiy toolset' - providing comprehensive means of overcoming people-related obstacles to Innovation and Technology Transfer. This toolset is outlined on the 'Transforming Capability' page on this website.

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This framework links training design to business needs, the transfer of learning to role performance, and learning & development actions to competitive advantage. Central to the framework are the concepts of business unit ‘functionality’ (what a particular business unit does for the business) and individual functionality (what individuals must bring to the business through delivering their roles effectively). Application of the Competitive Capability Framework will result in a business-focused learning and development specification which: 

Links explicitly to individual and departmental performance 

Produces enhanced measurable business outcomes 

Achieves efficient transfer of learning into the workplace

Within a short series of facilitated workshops, the framework assists company managers and the designers of learning interventions to jointly build a powerful chain of cause and effect. This will result firsly in a robust specification for intervention design linked explicitly to demonstrable business benefit. 

Subsequently, it provides the context of business and role performance targets and individual learning plans to guide the application of learning into transfer to the workplace. Most importantly, business impact measures can be constantly monitored to ensure that targeted return on investment is met in a timely fashion.

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