The following steps seek to define and exploit the organization unique capabilities.

• Diagnosis of current capabilities, using mapping and bench marking methodologies

• Anticipation of future needs for capabilities in light of the strategy for creating customer value.

• Bottom-up redesign, based on the formation of teams responsible for continuous improvement or radical redesign of underlying processes.

• Top-down direction from senior managers, who demonstrate a clear, continuing commitment to putting customers first.

• Use of information technology to enable the organization to do things it could not do before.

• Monitoring of progress toward improvement targets. The entire process has a strong market focus. The first step defines and evaluates current capabilities. Next, future needs for capabilities are matched to opportunities for creating customer value. The third and fourth steps address needs for organizational change and top management commitment and leadership. The fifth step recognizes the importance of information technology in market sensing and organizational learning. Finally, step six highlights the need to monitor the improvement process.