Most companies don't flounder because of poor strategy. The culprit is poor execution of the game plan. If executives know this, why don't they do something about it? The problem is that strategic intent, written in the language of a few visionaries, gets lost when the rank and file tries to interpret it in operational ways. "Capable Company" provides a systematic way to translate strategy into capabilities and projects. While some companies do this intuitively, this book lays out a repeatable process so that leaders at all levels can rapidly focus and align their actions - even as business conditions change - to build competitive advantage. INDICE The Guide to the Capable Company. Part I: Setting Direction: The Capable Leader. Charting the Course. Making Strategy Visible. Part II: Delivering Value: Building the Value Exchange. Forging Customer Relationships. Part III: Development and Alignment of Capabilities: Business Architecture. Business Archetypes. Part IV: Speed of Change: Tracking a Moving Target. Refreshing Capabilities. Epilogue: Governance in a Capable Company.