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      "text": "1. Ruthlessly prioritize the critical few capabilities that will deliver the greatest value.\n2. Assess the gaps in all facets of the critical capabilities.\n3. Align leaders on the overall process.\n4. Design each capability, addressing all four components.\n5. Assemble a cross-functional team with the necessary expertise and perspectives.\n6. Use a rigorous change management approach.\n7. Build capabilities in the context of employees' day-to-day work.\n8. Measure results and make course corrections.\n9. Address both the \"hard\" and \"soft\" aspects of the organization.\n10. Stay the course until the change becomes permanent.",
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      "text": "a list of critical capabilities. To prioritize them, the company ranked the capabilities according to two dimensions: the relative importance of each capability to the company's strategy and the difficulty of implementation. Management decided that the capabilities that were important to the strategy and easy to implement would require relatively less direct oversight, which—later in the transformation—could be passed on to line managers. Conversely, capabilities that were important but hardest to implement would require a different approach. Those would require significant time, energy, resources, and commitment from leadership, so the company opted to create teams dedicated to building these as part of the transformation program.",
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