The ability to properly develop and build critical resources and capabilities are essential to the continued health and longevity of any firm. In Chapter 10, the author provides a detailed narrative on three specific approaches to building and strengthening capabilities.

"Proficient strategy execution depends foremost on having in place an organization capable of the tasks demanded of it. Building an execution-capable organization is thus always a top priority. As shown in Figure10.2, three types of organization-building actions are paramount:

1. Staffing the organizationputting together a strong management team, and recruiting and retaining employees with the needed experience, technical skills, and intellectual capital.
2. Acquiring, developing, and strengthening the resources and capabilities required for good strategy executionaccumulating the required resources, developing proficiencies in performing strategy-critical value chain activities, and updating the company's capabilities to match changing market conditions and customer expectations.
3. Structuring the organization and work effortorganizing value chain activities and business processes, establishing lines of authority and reporting relationships, and deciding how much decision-making authority to delegate to lower-level managers and frontline employees."

Reference: [Crafting & Executing Strategy: Concepts and Cases 22nd Edition, p. 294 - 295]

Q1: Would you mind picking one of the approaches and providing a concise overview, including two examples of firms choosing this technique? Note: These firms could be from any industry, domestic and/or international.