The capability building process entails:. a. a wait-and-see attitude, because companies often implement strategy inefficiently or imperfectly.
b. creating the needed capability internally when industry conditions, technology, or competitors are moving at such a rapid clip that time is of the essence.
c. developing the ability to do something, however imperfectly or inefficiently, and molding these efforts into an organizational ability, and as experience grows and personnel perform the activity consistently well and at an acceptable cost, it is transformed into a tried-and-true competence and as they continue to polish and refine their know-how into further improvements, they then create a real competitive capability.
d. appropriate coordinating mechanisms, and those networking and communications arrangements considered necessary to support effective execution of the firm's strategy.
e. deciding which value chain activities to perform internally and which ones to outsource; and deciding how much authority to centralize at the top and how much to delegate to down-the-line managers and employees.

b. creating the needed capability internally when industry conditions, technology, or competitors are moving at such a rapid clip that time is of the essence.

Explanation:

This internally needed capability would create confidence in employees of an organisation to be better fitted to face their job responsibilities.

Also, an organisation that monitors the trends in technology and the approaches used by it's competitors would able to pay rapidly adapt to the needs of the organisation.

For instance, a company notices that most of its employees lack the skills to work remotely, the capacity building process would involve a rapid initiative to train and equip it's employees to the changing working environment.

in 2001, dell computer became the world’s largest personal computer vendor, continuing to

gain market share and post profits in an industry struggling with slumping sales and billions of

dollars in losses. dell sells 90% of its pcs directly to the final customer, largely bypassing the

reseller channel that accounts for most of the world’s pc sales. this direct customer relationship

is the key to dell’s business model, and provides distinct advantages over the indirect sales

model. dell’s direct relationship with the customer allows it to tailor its offerings to customer

needs, offer add-on products and services, and use the internet to offer a variety of customer

services. in addition, dell’s pcs are built to customers’ specifications upon receipt of an order,

giving dell additional advantages over indirect pc vendors who must try to forecast demand and

ship products based on those forecasts. dell’s direct sales and build-to-order model has achieved

superior performance in the pc industry in terms of inventory turnover, reduced overhead, cash

conversion, and return on investment (kraemer, et al., 2000).

explanation: