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The organization that I am familiar with is “National Society for the Prevention of Cruelty to Children (NSPCC)” (NSPCC 2015). It is an organisation that supports children in The United Kingdom through charity. Its child protection activities take place in Channel Islands, Northern Ireland, Wales and England. In addition, NSPCC’s primary activity is lobbying the government about children welfare.
Key Strategic Capabilities and Internal Resources of NSPCC
The strategic capabilities of NSPCC can be categorised according to its resources and competence. Its internal resources include an approximate of 2500 employees and 17,000 volunteers at every given time. The organisation has several local centres in Wales, Channel Islands, Northern Ireland, England and Scotland. The main office is located in Wales and has a huge carrying capacity that allows for the coordination of the organisation’s activities.
In addition, it has computers and telephones used to reach the beneficiaries. The competence of the organization can be seen through its capability to lobby the government. However, the NSPCC’s motto is “Every Child is Worth Fighting For” (NSPCC 2015). The organisation’s staffs are competent hence promoting the efficiency and effectiveness of the organization. It gets its funds mainly through donations and has measures to ensure accountability for the funds. It also has both a Child Line and a helpline to ensure that its goals are met. In addition, it also offers virtual counselling services to youths and children.
Strategies to Employ as a Manager to Make Use of the Available Strategic Capabilities and Resources
VRIO framework summarises the strategy I would employ as a manager to make use of the available strategic capabilities and resources (Johnson et al. 2014, p.76). VRIO is an acronym for “Value, Rarity, Imitability and Organisation.” I would employ the capabilities and resources to ensure that children are protected in The United Kingdom and abroad. I would ensure that NSPCC becomes the leading organisation in child protection. In return, the organisation’s revenue will increase due to increased donations.
I would also employ the improvement of rarity, that is ensuring that resources and capability are sustainable and unique services are offered. Since the services are rare, I would employ the imitability strategy to ensure that the capabilities and resources are used in valuable addition to the services. Lastly, I would use the available strategic capabilities and resources to organise the institution. I would use them to enhance the structure of a report, control and compensation system policies.
Successful Development and Management of Strategic Capabilities
Strategic capabilities can be successfully developed through the use of contingency approach (Bowman & Collier 2006, p.191). The resources to be developed should be non-substitutable, rare, valuable and inimitable so as to ensure a competitive advantage.
The resources can be generated through internal development, luck (chance), alliances, and resource picking (astute acquisition). Luck is a situation where an organisation develops and manages a resource without knowing its worth. Resource picking entails developing of resources with the intention to be unique thus competitive. The internal development aims to ensure that the circumstances of the organisation can create unique resources. Finally, organisations can develop and manage their strategic capabilities through alliances.
References
Bowman, C & Collier, N 2006, ‘A Contingency Approach to Resource-Creation Processes’, International Journal of Management Reviews, vol. 8, no. 4, pp. 191- 211.
Johnson, G, Whittington, R, Scholes, K, Angwin, D & Regnér, P 2014, Exploringstrategy text & cases, 10th ed, Harlow, Pearson.
NSPCC 2015, Early Childhood is Worth Fighting For. Web.
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