Background

To steer the development of a capability in your organization, you can determine an objective in three easy steps.

Advantage

Define which advantage the capability will bring to your organization.

Direction

Define a course of action for developing the capability in your organization.

Priority

Define the importance and urgency of developing the capability.

Valuable

Able to exploit opportunities and defend against threats.

Rare

Scarce and difficult to acquire.

Inimitable

Hard to copy or substitute.

Organized

Set up to capitalize on resources.

Pivot

If it is valuable but non-existent (in your organization).

Refine

If it is existent and valuable, but not rare.

Integrate

If it is existent, valuable, and rare, but not inimitable.

Support

If it is existent, valuable, rare, and inimitable, but not organized.

Maintain

If it is existent, valuable, rare, inimitable, and organized.

Now

If it can be developed, which needs to be done first.

Next

If it can be developed, which needs to be done next.

Later

If it can be developed, which needs to be done at a later time.

Designers continually develop knowledge with customers, commissioners, users, fellow designers, partners, and other stakeholders. They acquire, create, and share knowledge of different sorts. This post explains which sorts of knowledge a team needs to accomplish design work.

• Strategy: the plan to accomplish design goals.
• Structure: the way of organizing design work.
• Systems: processes and procedures of design.
• Style: the way designing is approached.
• Specialisms: fields of specialization of designers.
• Skills: talents and abilities of designers.
• Shared values: accepted values, norms, and standards for designing.