Who was the founder of the capability review?
They were conceived by Gus O’Donnell as the way to hold departmental leaders to account for improving their departments’ capability to deliver. The extensive process of engagement and operating model that underpinned the reform immediately gave it traction in Whitehall.
When did the Institute for government start doing Capability Reviews?
Source: Institute for Government analysis Phase 1: Birth of Capability Reviews (2005-07)
Why did Gus O’Donnell start the capability review?
Capability Reviews Capability Reviews were a direct consequence of the drive for delivery in Labour’s second term. They were conceived by Gus O’Donnell as the way to hold departmental leaders to account for improving their departments’ capability to deliver.
Who is the director of PMDU Capability Reviews?
One month after O’Donnell proposed the reviews, a Capability Reviews Team was established in the PMDU, led by Peter Thomas, previously a director of performance development at the Audit Commission.
What is the capabilities premium in m & a strategy?
It’s a business strategy that uses capabilities as the basis for inorganic growth. Successful acquirers make M&A deals that either enhance their distinctive capabilities systems, leverage those capabilities systems, or do both.
Why is capabilities orientation important in M & A?
The capabilities orientation is particularly valuable in M&A transactions, when time is often short and the stakes high. Executives who understand their companies’ capabilities system end up with a reliable and rapid guide to sound judgment.
What makes a capabilities system a capability system?
These capabilities systems are typically complex and multifunctional, and tied closely to the company’s identity; they take a lot of attention and investment to build and maintain. Once in place, they guide a company’s way of creating value in the market and provide distinction and prowess to its products and services.
Which is an example of a capabilities premium?
Some industries, such as information technology and retail, show a larger effect; all industries we studied, however, show a consistent, observable capabilities premium in M&A. (See Exhibit 1.)