The capability building process entails

Group of answer choices

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.

developing the ability to do something, however imperfectly or inefficiently, and molding these efforts into an organizational ability; also, 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.

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

appropriate coordinating mechanisms and those networking and communications arrangements considered necessary to support effective execution of the firm's strategy.

a wait$-$and$-$see attitude, because companies often implement strategy inefficiently or imperfectly.