The capability building process entails:. a. a wait-and-see attitude, because companies often implement strategy inefficiently or imperfectly.
b. creating the needed capability internally when industry conditions, technology, or competitors are moving at such a rapid clip that time is of the essence.
c. developing the ability to do something, however imperfectly or inefficiently, and molding these efforts into an organizational ability, and as experience grows and personnel perform the activity consistently well and at an acceptable cost, it is transformed into a tried-and-true competence and as they continue to polish and refine their know-how into further improvements, they then create a real competitive capability.
d. appropriate coordinating mechanisms, and those networking and communications arrangements considered necessary to support effective execution of the firm's strategy.
e. deciding which value chain activities to perform internally and which ones to outsource; and deciding how much authority to centralize at the top and how much to delegate to down-the-line managers and employees.