{"id":516,"date":"2024-06-12T12:33:47","date_gmt":"2024-06-12T10:33:47","guid":{"rendered":"https:\/\/engagethis.co.za\/__external\/vault\/grievelombard\/?page_id=516"},"modified":"2026-02-04T13:20:12","modified_gmt":"2026-02-04T11:20:12","slug":"strategic-capability-building-and-scale","status":"publish","type":"page","link":"https:\/\/grievelombard.com\/uk\/services\/strategy\/strategic-performance\/strategic-capability-building-and-scale\/","title":{"rendered":"Strategic Capability Building and Scale"},"content":{"rendered":"\t\t
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Home<\/a><\/span><\/span><\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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STRATEGIC MANAGEMENT<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Strategic Capability Building and Scale<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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To compete in a unique way.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Visualise a start-up or small to medium-sized business (SME) competing uniquely, creating value through a set of capabilities that sets them apart from their competitors.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Truly successful businesses invest heavily in a handful of capabilities to drive growth, often outpacing their rivals in speed and profitability. However, many start-ups and SMEs miss out on this type of growth by spreading their capabilities too thin.<\/p>

Unique capabilities are the key to sustainable competitive advantage, with thriving businesses relying on them as the primary method to provide value to their customers. Most value creation is generated or enhanced by a unique capability.<\/p>

Capability is assessed in terms of competencies, resources, and uniqueness, providing a competitive advantage by evaluating an organisation\u2019s strengths and weaknesses, including the ability to deliver value.<\/p>

We help management by identifying, enhancing and tailoring the company\u2019s capabilities and strategy accordingly, driving value creation by enabling the company to compete in a unique way.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/path><\/svg><\/span>\n\t\t\t\t\t\t\t\t<\/path><\/svg><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tOperating model:<\/a>\n\t\t\t\t\t<\/div>\n\n\t\t\t\t\t

Differentiating capabilities should be the centre of the operating model strategy to sustain long-term success. However, inefficiencies can affect underperformance, and business units and functions may become siloed, focusing solely on their objectives instead of working towards a common goal. Additionally, strategic goals may need to be followed through, and a culture that disregards accountability may develop.<\/p>

A solid foundation is provided for the operating model by driving capabilities as the underlying strategy. This is because there is clarity on how the company will generate value through its unique capabilities.<\/p>

We help establish and develop these capabilities with a roadmap for a more efficient and resilient operating model.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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When investing, many start-ups and SMEs focus on short-term financial performance without considering the investment’s true potential.<\/p>

Using their strategy to drive sustained outcomes and long-term success through capability building and scale, they can generate resilience and long-term value.<\/p>

One of our core capabilities, Grow Investment Strategy, assists start-ups and SMEs with investment decisions for sustainable growth opportunities.<\/p>

We focus on organic growth driven by capital projects or inorganic growth driven by mergers and acquisitions (M&A). Capital projects may involve business expansion, digitalisation, technology, business processes and improving or acquiring property, plant, and equipment.<\/p>

Our strategic objective with investment opportunities is to develop or enhance the organisation\u2019s differentiating capabilities, aligning with the overall business strategy and enabling the company to compete in a unique way.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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The role of a functional leader is becoming increasingly challenging due to industry disruptions, intensified competition, and higher expectations for efficiency gains through process improvements. When functions are not aligned with the company\u2019s strategic goals and lack the capabilities to achieve them, performance can suffer significantly. For example, a lack of coherence and conflicting priorities among business units can lead to overwhelming requests, leaving functions unable to provide the necessary support for the company to achieve a competitive advantage and succeed.<\/p>

In a functional silo environment, functions may benchmark their performance against other companies\u2019 functions, leading to a lack of goal congruence as they strive to build a best-in-class function. This diversion prevents priorities from aligning with the organisation\u2019s strategy and differentiating capabilities.<\/p>

Our primary duty is to facilitate the translation of the company\u2019s strategy into functional critical success factors (CSFs). This is accomplished by identifying CSFs in line with the organisation\u2019s strategy and differentiating capabilities, aligning the operating model to generate value with those CSFs, and allocating resources as necessary. These CSFs are measured, monitored, and evaluated through performance management to make informed decisions.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t