Strategy vs. Capability?
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Organizational Capability
For global business leaders navigating China’s dynamic market or seeking to build enduring competitive advantage, *Organizational Capability* by Arthur Yeung delivers actionable insights rooted in China’s 40+ years of corporate growth. The book frames sustainable success as the product of clear strategy and robust organizational capabilities—arguing that while strategy can be copied, capabilities built through people, culture, and systems are nearly impossible to replicate. Drawing on real-world cases from Huawei, Gree, Lenovo, and global giants like GE and IBM, Yeung breaks down organizational capability into three interdependent pillars: employee skills (recruiting, developing, and retaining top talent), mindset alignment (shaping shared values to drive action), and governance systems (designing structures and processes to enable collaboration). He also addresses the unique challenges Chinese firms face as they transition from low-cost manufacturing to global leadership, outlining four critical strategic shifts and practical steps to build global management capabilities. Whether you’re leading a startup or a multinational, this book provides a playbook to turn strategic goals into tangible results.
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