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In 1968 Shirley Chisholm became the first Black woman elected to the United States Congress. In 1972 she launched a campaign for the Democratic presidential nomination, breaking another political barrier.
MORE →Reflects the personal views, recollections, and perspective of the author, Mike Davis.
This is a personal recollection on the Move fire on May 13, 1985
 | This article relies on a single source. (May 2024) |
Capability management is a high-level management function, with particular application in the context of defense.
Capability management aims to balance economy in meeting current operational requirements, with the sustainable use of current capabilities, and the development of future capabilities, to meet the sometimes competing strategic and current operational objectives of an enterprise. Accordingly, effective capability management:
In military contexts, capabilities may also be analysed in terms of Force Structure and the Preparedness of elements or groupings within that Force Structure. Preparedness in turn may be analysed in terms of Readiness and Sustainability.
In both the military and commercial contexts, net-centric operations and related concepts are playing an increasingly important role in leading and driving business transformation, and contemporary capability management needs to have close regard of those factors. The level of interoperability, both technical and organisational/social, is a critical determinant of the net-centric capability that is able to be realised and employed.
Enterprises consist of a portfolio of capabilities that are used in various combinations to achieve outcomes. Within that portfolio, a capability will be transient unless managed and maintained over time. Therefore, a typical capability lifecycle spans needs, requirements, acquisition, in-service and obsolescence/disposal phases.
A developed management discipline within several national military organisations, the principles and practices of capability management are readily adaptable for application in the strategy and operations of many other enterprises.
The Joint Capabilities Integration and Development System Manual, CJCSM[clarification needed] 3170.01, states that definitions of identified capabilities must satisfy two rules:[1]
Capabilities are organized around concepts of operations (CONOPS), which describe how a specified course of action is to be executed. The ability to execute the specified course of action depends on many factors and the relationship between those factors. Capabilities can be described as one or more sequences of activities, referred to as operational threads. The threads are composed of a set of activities that can be grouped to form the basis for a mission area architecture. The architecture then provides the structure for defining and understanding the many factors that impact the capability. The figure illustrates this sequence of relationships.[1]
The Navy has also endorsed using architectures to understand and analyze capabilities and their associated requirements. The Navy performs this architecture analysis based on the concept of Mission Capability Package (MCP). The intent is to consider all of the factors that contribute to the desired mission capability as an integrated system. An MCP is defined as "a task-oriented bundle of CONOPS, processes, and organization structures supported by networks, sensors, weapons, and systems, as well as personnel training and support services to sustain a core naval capability." The MCP and associated analysis then provide the basis for acquisition decisions.[1]
Due to the complexities of system-of-systems integration, interoperability, and the dynamic nature of operations, capability management is greatly assisted by modelling and simulating realistic strategic scenarios and contexts, in order to inform business cases and decision-making. Through those considerations and practices, the enterprise and its performance can be continuously assessed and projected into the future.
Capability management clearly informs strategic and operational decisions and aids in the development of strategic and operational options, so they are readily available off-the-shelf, endowing agility to an enterprise, and providing enhanced "contingency capital" and risk mitigation.
Capability management therefore centers on:
The interlinking functions and activities of the enterprise may be defined under several best-practice paradigms or frameworks, such as the Balanced Scorecard, or the US Department of Defense Architecture Framework, The Ministry of Defence Architecture Framework, The Open Group Architecture Framework and Zachman's Framework for Enterprise Architecture. In other words, capability is typically managed and assessed with regard to several dimensions or integrative elements.
The US military analyses its capabilities in the dimensions of "DOTMLPF", being:
Interoperability concerns all capability dimensions, therefore NATO has extended the seven capability dimensions by the cross-cutting aspect of Interoperability and uses the acronym "DOTMLPF-I".
The UK Ministry of Defence uses a similar breakdown of Defence Lines of Development as follows:
The mnemonic "Tepid oil" is used to remember these. Though not a Defence Line of Development in itself, the unifying theme of 'interoperability' is considered to ensure a holistic approach to capability integration.
The UK Ministry of Defence cites Interoperability as an overarching theme that must be considered when any Defence Line of Development is being addressed.
The Australian Defence Organisation also analyses its capabilities in similar dimensions - the so-called Fundamental Inputs to Capability. These are:
These Fundamental Inputs to Capability must be integrated and managed within a defined or constraining financial envelope in order to realise and sustain a capability: a deficiency in any one adversely impacts the whole.
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Source: Wikipedia. Article content is retrieved live through the MediaWiki API.
Capability management is a high-level management function, with particular application in the context of defense. Capability management aims to balance economy in meeting current operational requirements, with the sustainable use of current capabilities, and the development of future capabilities, to meet the sometimes competing strategic and current operational objectives of an enterprise. Accordingly, effective capability management: Assists organizations to better understand, and effectively integrate the total enterprise ability or capacity to achieve strategic and current operational objectives; and Develops and provides solutions that focus on the management of the interlinking functions and activities in the enterprise's strategic and current operational contexts. In military contexts, capabilities may also be analysed in terms of Force Structure and the Preparedness of elements or groupings within that Force Structure. Preparedness in turn may be analysed in terms of Readiness and Sustainability. In both the military and commercial contexts, net-centric operations and related concepts are playing an increasingly important role in leading and driving business transformation, and contemporary capability management needs to have close regard of those factors. The level of interoperability, both technical and organisational/social, is a critical determinant of the net-centric capability that is able to be realised and employed.
Capability management is an approach to organizational management, typically applied to business organizations or firms. It is based on the theory of the firm as a collection of capabilities that may be developed to generate revenue in the marketplace and compete with other firms in the industry. Capability management focuses on managing a firm's portfolio of capabilities to maintain its competitive performance and long-term profitability. Before the emergence of capability management, one of the dominant theories explaining the existence and competitive position of firms was the resource-based view of the firm. Based on Ricardian economics, this theory holds that firms derive profitability from their control of valuable, rare, and hard-to-imitate resources, and compete to acquire and protect those resources. Capability management may be seen as both an extension of and an alternative to the RBV, proposing that profitability is not derived primarily from control of physical resources but from the ability to create and leverage knowledge; in this view, companies compete through their capacity to generate and apply knowledge. Firms are understood to compete based on technical know-how embedded in their capabilities—that is, their ability to perform activities that are valued in the market.
Value chain management capability refers to an organisation's capacity to manage the internationally dispersed activities and partners that are part of its value chain. It is found to consist of an international orientation, network capability, market orientation, technological capability and teamwork management capability. Value chain management capability is a higher-level capability that draws together a variety of lower level capabilities.
The Strategic Airlift Capability (SAC) is a multinational initiative that provides its participating nations assured access to military airlift capability to address the growing needs for both strategic airlifts and tactical airlifts. SAC, established in 2008, is an independent, multinational program that provides the capability of transporting equipment and personnel over long distances to its 12 member nations by owning and operating three Boeing C-17 Globemaster III long range cargo aircraft. The SAC is based at the Hungarian Defence Forces Pápa Air Base in Western Hungary. Each participating nation owns a share of the available flight hours of the SAC C-17's that can be used for missions to serve the needs of their national defense, NATO, EU or UN commitments as well as humanitarian relief efforts. Hungary plays a special role in the SAC as the host nation. The SAC C-17's are registered and flagged in Hungary bearing the national military aircraft insignia of the nation. Although the Strategic Airlift Capability relies on certain NATO support structures, it lies outside the command and control of NATO, EU, Partnership for Peace, UN or any other organization that SAC members belong to. The governance of the Strategic Airlift Capability is organized through two cooperating structures, the SAC Steering Board with support by NATO's Airlift Management (NAM) Programme Board. The operational organization of SAC, the Heavy Airlift Wing (HAW), is a multinational force, commanded by a colonel of a member nation.
Before the 1921 destruction of Tulsa’s Greenwood District, Black residents had created a remarkable center of business and community life. The district included stores, professional offices, entertainment venues and homes owned by Black citizens. Understanding Greenwood means learning what was built—not only what was burned.
MORE →Madam C.J. Walker
