Capability Building

Our Impact

24%

Average improvement in commercial execution effectiveness

Capability build-and-scale programmes delivered

Strategy without capability is aspiration. The most elegant strategic plans fail when organisations lack the skills, processes, and systems needed to execute. Capability building bridges this gap, ensuring organisations can deliver on strategic intent.

We help clients identify critical capability gaps and build the competencies needed for strategic success. This includes...

How we help

Capability Assessment

Diagnose current capabilities against strategic requirements and identify priority gaps.

Capability Architecture

Design the capability model—skills, processes, tools—needed for strategic execution.

Learning & Development

Build targeted development programmes that accelerate capability acquisition.

Capability Embedding

Ensure capabilities are sustained through governance, metrics, and reinforcement.

Our Approach

Our approach in capability building starts with understanding which capabilities actually matter for growth in the market being pursued. Organisations rarely lack capability in general. They lack the specific capabilities that differentiate them in contested areas.

Engagements focus on identifying where decision quality, speed, or execution reliability is constraining growth, and whi...

Related Capabilities

Organisational Design Implementation AI Transformation

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Insights & Articles

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The CEOs Blueprint to Perpetual Transformation

In today's rapidly changing world, organisations must be constantly transforming to remain competitive. This requires a culture of change, robust risk management, and significant investment. By investing in the right capabilities and building a culture of transformation, organisations can position themselves for success in a world of constant change. In a world of perpetual disruption, incremental and iterative change is no longer enough. Organisations must embrace a culture of transformation that encourages risk-taking and learning. Robust risk management is essential to identify and mitigate potential risks. Perpetual transformation requires a significant investment of time, money, and resources.

The Evolving Partnership: CFOs and CTOs at the Forefront of Business Transformation

An exploration of the evolving relationship between Chief Financial Officers and Chief Technology Officers in the digital era. Traditionally, CFOs handled financial management while CTOs focused on technology. However, the rise of digital technology and artificial intelligence (AI) has blurred these roles. Now, 62% of CFOs are involved in digital strategy, recognising the value of technology in business efficiency and profitability. The synergy between CFOs and CTOs has become crucial, combining financial acumen with technological insight to ensure investments align with business strategies. This collaboration is key in managing projects, cybersecurity, and regulatory challenges. Examples like JP Morgan Chase demonstrate the successful outcomes of this integrated approach. As businesses continue to embrace digital transformation, the CFO-CTO dynamic is increasingly central to navigating the complexities of the modern business environment.

Covelent Private Equity Mid-Market Forward Focus Report 2025

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