Industry and microelectronics as a whole are the basis of innovations that allow the production of many new products, from consumer goods to industrial applications in the automotive industry. telecommunications, medicine, office automation and much more. This industry of capacity planning consists of fabricating a circuit.
Capacity planning capabilities are characteristics of people, different organizations and groups of organizations. The potential is determined by external factors and actors to which they adapt and react, but they are not an external element: they are internal to individuals, organizations and groups or systems of organizations. Therefore, capacity development is a process of internal change in organizations and people. CB refers to “the processes by which individuals, organizations, and society as a whole release, create, strengthen, adapt, and maintain capacity over many years.”
Capacity planning may include changing knowledge, skills, workflows, tools, systems, hierarchical models, management styles, etc. Like learning, a CD takes place inside people or organizations and, like learning, cannot be imposed on it. Individuals and organizations may have strong or weak incentives for change, progress, and learning. Whether it is due to the environment or internal factors, it ultimately changes it.
Organizations work in the context of capacity planning tools. Their abilities do not develop regardless of the context in which they are fixed and with which they constantly interact through both formal and informal mechanisms. Productivity brings achievement. Of course, capacities without achievements can exist (a car without fuel will not advance you too far), but when capacities are used (“in use”), they are at least designed to achieve certain achievements. Achievements bring results and influence. A product such as soap, when it is necessary to use it and it is made correctly, leads to improved hygiene (result) and can have an impact on health.
But – and this is very important – the causal chain from “abilities” to “influence” is long and more and more subject to the influence of many other factors. Achievements, which are a specific step in the chain, are a good indirect indicator of opportunities. The development of territory and potential is internal, but the question of whether they are developing and how they are developing can be largely determined by the “demand side” or external factors. The strength of external demand from citizens, clients, politicians – and to some extent from donors – for productivity and accountability can be the biggest incentive or the biggest brake on CDs. Organizations cannot be understood by simply looking at their official tasks and tasks, their formal procedures and structures or other “functional aspects”. Therefore, it is important to emphasize that organizations have a “functional” and “political” dimension.
In fact, all organizations have both dimensions, and both are needed in a well-functioning organization. The political dimension – power, incentives, tension and conflict – provides energy that brings movement, purpose, meaning and change (good or bad) to an organization or system.
Maintaining a balance between the two dimensions is a serious problem. If loyalty and small interests dominate, then the organization may not be for public purposes, but for personal ones. If people completely subordinate their interests to the interests of the organization, and sometimes even give up family, personal ambitions and independence, the organization becomes a mental prison. In extreme cases, when public organizations were taken hostage to serve the special interests of the influential elite, it may happen that they have an official facade and mission, strategy, achievements, projects, budgets, designs and systems. Behind the official façade, informal abilities run the risk of serving completely different purposes and leading to hidden achievements that hardly correspond to the goals of the organization.
The open systems approach and the measurements just presented constitute the foundation that allows practitioners to evaluate opportunities at a given moment, as well as the dynamics that explain these opportunities and levels of achievement. In a simplified form, this structure has four dimensions that are presented. The assessment should identify strengths and weaknesses in four categories.