The capability-building process .a. is first and foremost an activity in empowering employees, putting them on a single team (or in a single department), and giving them the tools and training to perform the desired activity with a high degree of proficiency. b. is a one-step process built around properly training and empowering employees to perform their assigned activities in a tightly-prescribed manner. c. can be a shortcut by weeding out underperforming employees and replacing them with people having stronger skill sets and know-how. d. is best done by forming a new department charged with developing the desired competence or capability. e. requires that a company first develop the ability to do something, however imperfectly or inefficiently; second, translate this ability into a competence and/or capability by learning to do the activity consistently well and at an acceptable cost; and then continue to polish and refine its know-how in an effort to further improve its performance, ideally striving to match or beat rivals in performing the activity.