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  "notes": "The slide describes a capability-building framework often associated with BCG's organizational transformation methodology.",
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      "text": "a strong capability does incorporate some piece of all four elements in order to fundamentally reshape behaviors.",
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      "text": "Tools could include an analytics system that collects more accurate point-of-sale data, customers’ mobile-browsing and purchasing history, and other information for generating insights for sales and marketing leaders.",
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      "text": "Competencies could include, for example, knowledge about which promotions are best suited to specific retail channels, the analytical skills required to build a promotion strategy, and the belief that promotion decisions should be driven by data.",
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      "text": "Processes could include the way the company plans for and rolls out events, how it allocates roles and resources across the team, and how field reps interact with store managers.",
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      "text": "Governance could include a new organizational function that reports to the CFO, new metrics to assess performance and improvement over time, and a new incentive structure for rewarding performance.",
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      "text": "With a comprehensive definition in place, companies can turn their attention to identifying and developing the capabilities they will need in order to generate lasting change through transformation. On the basis of our experience, we have identified ten key practices for building capabilities. (See Exhibit 2.)",
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      "text": "It’s important to note that these elements are not always weighted equally. Certain capabilities emphasize some elements more than others. Nevertheless, a strong capability does incorporate some piece of all four elements in order to fundamentally reshape behaviors. (See the sidebar “A Technology Company Builds a New Pricing Capability.”)",
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      "text": "Ruthlessly prioritize the critical few capabilities that will deliver the greatest value. The first step is to determine what’s needed: the subset of capabilities that are critical for the transformation. This requires understanding the goals of the transformation and identifying the",
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