Capability Bounded

Extracted Attributes

• Core Definition

  Focusing on inherent organizational abilities rather than being restricted by industry boundaries.

• Economic Foundations

  Comparative Advantage and Division of Labor

• Organizational Philosophy

  Republic of Science

• Key Operational Principles

  Experimental Discovery, Creative Destruction, and Bottom-up Empowerment

• Associated Management Framework

  Principal-Based Management (formerly Market-Based Management)

Timeline

• Charles Koch begins analyzing concepts of Comparative Advantage and Division of Labor during his time at MIT and Arthur D. Little. (Source: Document 55c5ba4c-d2b8-4c11-b9ca-1afc406bc189)

  1960-01-01

• Koch Industries acquires Georgia-Pacific, replacing its 51-story hierarchy with a meritocratic system based on capability and empowerment. (Source: Document 55c5ba4c-d2b8-4c11-b9ca-1afc406bc189)

  2005-12-23

• Koch Industries acquires Molex, applying its capability-bounded philosophy to transform the tech company's culture. (Source: Document 55c5ba4c-d2b8-4c11-b9ca-1afc406bc189)

  2013-12-09

• Chase Koch establishes Koch Disruptive Technologies to champion permissionless innovation and utilize internal testing environments like Koch Labs. (Source: Document 55c5ba4c-d2b8-4c11-b9ca-1afc406bc189)

  2017-11-01

Capability Brown

Lancelot "Capability" Brown (born c. 1715–16, baptised 30 August 1716 – 6 February 1783) was an English gardener and landscape architect, a notable figure in the history of the English landscape garden style. Unlike other architects including William Kent, he was a hands-on gardener and provided his clients with a full turnkey service, designing the gardens and park, and then managing their landscaping and planting. He is most famous for the landscaped parks of English country houses, many of which have survived reasonably intact. However, he also included in his plans "pleasure gardens" with flower gardens and the new shrubberies, usually placed where they would not obstruct the views across the park of and from the main facades of the house. Few of his plantings of "pleasure gardens" have survived later changes. He also submitted plans for much smaller urban projects, for example the college gardens along The Backs at Cambridge. Criticism of his style, both in his own day and subsequently, mostly centres on the claim that "he created 'identikit' landscapes with the main house in a sea of turf, some water, albeit often an impressive feature, and trees in clumps and shelterbelts", giving "a uniformity equating to authoritarianism" and showing a lack of imagination and even taste on the part of his patrons. He designed more than 170 parks, many of which survive to this day. He was nicknamed "Capability" because he would tell his clients that their property had "capability" for improvement. His influence was so great that the contributions to the English garden made by his predecessors Charles Bridgeman and William Kent are often overlooked; even Kent's champion Horace Walpole allowed that Kent "was succeeded by a very able master".

Web Search Results

• DDS - Bounded Context Canvas and Capabilities - Architecture & Governance Magazine

  Identifying Bounded Contexts: Business capabilities can be a starting point for the discovery and definition of bounded contexts. Analyzing the distinct activities and responsibilities within a business capability can point towards natural divisions where separate, focused domain models might make sense. Context Size: Sometimes, a bounded context might directly encapsulate a single business capability. Other times, a business capability might be complex enough to be composed of several related bounded contexts. Evolving Together: Ideally, bounded contexts and business capabilities inform each other and evolve in tandem. Changes in how a business operates should be reflected in the capabilities it defines, and this will likely influence the models within your bounded contexts. [...] Business Capabilities Map an Organization’s Activities Business capabilities essentially describe what an organization does, not how it does it. These are verb/noun combinations focused on functional and operational divisions. They are usually high-level, stable functionalities that provide value to the business. Examples of business capabilities might be: Customer Relationship Management (CRM) Order Fulfillment Inventory Management Payment Processing Alignment: Finding the Sweet Spot The real power of understanding the relationship between bounded contexts and business capabilities lies in their alignment: [...] ### Bounded Context and Coupling Bounded contexts provide an opportunity to connect domain concepts in their natural coupling levels. Many domain entities are tightly bound conceptually and at run-time. If significant development-time decoupling is added within a bounded context it should be with signficant design and thought as adding too much decoupling between bounded domain concepts will ultimately create both complexity and bottlenecks. (this definitely needs more research and discussion). Domains The Domain is the core of Domain-Driven Design and is critical in partitioning systems. These are the nouns of the business area: orders, Payments, and Employees. However, the missing connection is between capabilities and domain concepts.

• [PDF] Chapter 16 - Functionings and Capabilities

  For each person i there exists a correspondence Ci : ℜh + →ℜm such that, for all x ∈ℜh +, Ci (x) is the set of all functioning vectors available to person i. In Herrero’s model, Ci (x) is person i’s capability or capability set. Note that, in keeping with the discussion in the previous sections a person’s capability depends not just on the goods he consumes but also on who he happens to be. Hence, the subscript i. In what follows, we use B(X) to denote the set of boundary points of the set X ⊂ℜm. The following conditions are assumed throughout this exercise: (1) Ci(0) = ∅ (2) If x > y, then Ci(x) ⊇Ci(y),∀x,y ∈ℜh + (3) ∀x ∈ℜh +,Ci(x) is such that, ∀g ∈B(Ci(x)),[0,g) ⊂Ci(x)\B(Ci(x)) (4) ∀x ∈ℜh +,Ci(x) is compact (5) If {xn} is a sequence such that xn →x,fn ∈Ci (xn), and fn →f , then f [...] Given that opportunity sets have this element of illusion of choices, how much sig-nificance can we attach to opportunity sets as expressions of opportunity or capability or advantage? Also, once this problem is appreciated, it becomes clear that opportunities can be increased vastly without changing anything of significance. Consider the closed set bounded by DFeECO2. From this remove all points on the curve FeE, except e. [...] Individual i’s capability index is a concave and continuous function, ci : ℜh + →ℜ, such that ci(0) = 0,Ci(x) ⊂Ci(y) implies ci(x) ≤ci(y), and limt→∞(1/t)ci(tx) = 0,∀x ∈ℜh +. The interpretation of this is as follows. If ci (x) = r, then person i having a capability set Ci (x) is described as having a capability index of r. An increasing capability index suggests greater capability.

• Capability vs Ability: What's the Difference? | Acorn PLMS

  ### Strategy Think of ability and capability as having individual vs. collective use cases. Ability focuses more on the individual’s proficiency when performing a task. They can be developed in the short term, honing in on individual talent. Capability, on the other hand, is both individual and organizational—and always developed with a long-term view. It’s about building a workforce that can adapt, perform, and transform the organization over time. ### Context Abilities are relatively stable. You might be a good listener at 20 and 50. Capabilities, however, are context-specific and dynamic. They evolve as industries, roles, and strategies change. [...] ## What is ability? Ability refers to being able to do something that is typically innate (for example, verbal communication). That’s different from a skill, which is usually learned and practiced (like coding, leading a team, or running a campaign). Abilities tend to sit underneath skills, providing the raw potential that skills build on. ## What is a capability? Capabilities are bigger, broader, and more strategic. They’re the mix of skills, knowledge, tools, processes, behaviors—and yes, abilities—that combine to deliver organizational objectives. Capabilities can be: Where abilities are individual attributes, capabilities are the structured resources you can align to roles, teams, and strategy. ## What makes abilities and capabilities different? [...] ## What makes abilities and capabilities different? Ability and capability differ from each other in three major ways. ### Scope A capability is a collection of skills, knowledge, tools, processes, behaviors, and abilities. An ability, on its own, is one small piece of that puzzle. Overall, a capability is a comprehensive set of resources that individuals and organisations can utilise to achieve specific objectives, but an ability is only a small aspect that makes up a capability, and therefore has a smaller scope in the big picture. This isn’t to say that ability is useless. You can enhance capability by honing and aligning individual ability with capabilities and business goals, but the scope is too broad to work the other way. ### Strategy

• design - Defining Bounded Contexts using Business Capabilities or Domains? - Software Engineering Stack Exchange

  To identify your BCs is to understand, as far as realistically possible, what your stakeholders really need, the differences between them, and ideally how that may evolve in future, if possible. Consider some of the following: Remember that needs and therefore variations could derive from many sources: Stakeholder needs may involve variations on a single concept; it's a judgement call as to whether that single concept is part of a single Bounded Context or whether it should be represented in different ways for multiple Bounded Contexts. For example, consider a Sales team generating a Customer Order for Warehouse pickers; the extent to which these cross-over will depend a lot on the business operating model. [...] I am new to Domain-Driven Design. When I was trying to define the bounded contexts of the software, I don't know where to start. After some searching on the Internet, I am totally confused. Some articles recommend defining bounded contexts from the Business Capabilities since it follows the Conway's law. Here is one post: Some said bounded contexts are defined from the Domains as it is what Domain-Driven Design means. Which way should I follow? Ngọc Nguyễn's user avatar ## 2 Answers 2 Your Bounded Context(s) are whatever makes most sense according to the needs of your stakeholders. If your stakeholders all need the exact same thing, or their needs only vary in trivial ways, then a single Bounded Context for everything could be fine. [...] The bottom line is that you need to fully analyse and understand your requirements and the people who are affected by the systems; Even two different businesses who appear to work in the same domain(s) may arrive at fundamentally different conclusions about how to divide everything. Whatever you do, you will never be able to predict everything about the future, so don't just rely on DDD for a maintainable design; one day your domain model will probably be wrong, but you won't know that while you're trying to design it. Ben Cottrell's user avatar For me this is pretty simple. Forget about all the "guidelines" and design philosophy and think about what you are making and how finely it can be split up and still function. For example an e-commerce business.

• Bounded rationality - Wikipedia

  Limitations include the difficulty of the problem requiring a decision, the cognitive capability of the mind, and the time available to make the decision. Decision-makers, in this view, act as satisficers, seeking a satisfactory solution, with everything that they have at the moment rather than an optimal solution. Therefore, humans do not undertake a full cost-benefit analysis to determine the optimal decision, but rather, choose an option that fulfills their adequacy criteria. [...] Simon suggests that economic agents use heuristics to make decisions rather than a strict rigid rule of optimization. They do this because of the complexity of the situation. An example of behaviour inhibited by heuristics can be seen when comparing the cognitive strategies utilised in simple situations (e.g. tic-tac-toe), in comparison to strategies utilised in difficult situations (e.g. chess). Both games, as defined by game theory economics, are finite games with perfect information, and therefore equivalent. However, within chess, mental capacities and abilities are a binding constraint, therefore optimal choices are not a possibility. Thus, in order to test the mental limits of agents, complex problems, such as those within chess, should be studied to test how individuals work around [...] 23. ^ Sent, E. (2018). Rationality and Bounded Rationality: You can't have one without the Other. The European Journal of the History of Economic Thought, 25(6), 1370-1386. 24. ^ Gigerenzer, Gerd; Selten, Reinhard (2002-07-26). Bounded Rationality: The Adaptive Toolbox. MIT Press. ISBN "ISBN (identifier)") 978-0-262-57164-7. 25. ^ Gigerenzer, Gerd; Todd, Peter M.; Group, ABC Research (2000-10-12). Simple Heuristics that Make Us Smart. Oxford University Press. ISBN "ISBN (identifier)") 978-0-19-028676-7. `{{cite book}}`: `|last3=` has generic name (help) 26. ^ Simon, Herbert A.; Egidi, Massimo; Viale, Ricardo; Marris, Robin (2008). Economics, Bounded Rationality and the Cognitive Revolution. Edward Elgar Publishing Limited. ISBN "ISBN (identifier)") 978-1-85278-425-6.