Release of the Organizational Capability Commonality Map 1.0

1. Organizational capability—refers to the core elements generally comprising organizational capability: talent pipeline, management mechanisms, organizational systems, and corporate culture. Across an enterprise’s lifecycle, each of these four elements requires distinct focal points. For instance, during the startup phase (survival stage), talent pipeline development emphasizes recruiting co-founders; hiring decisions should be made with an investor’s mindset toward team selection—selecting the right people matters more than developing them later. In terms of management mechanisms, basic governance structures and incentive mechanisms must be established. 2. HR focus—At different stages of enterprise development, the priorities of HR work shift. For example, during the growth phase, the central theme is stability; HR’s priority is system-building—establishing a comprehensive HR system, including formalized policies and processes; clarifying employees’ responsibilities, rights, and interests; and ensuring efficient operational execution—including recruitment, talent development, performance management, and corporate culture management systems. 3. Training focus—At different stages of enterprise development, the emphasis of training and capability-building also shifts. For instance, during the enterprise’s prime (maturity/peak phase), the central theme is business restructuring; the focus of training and empowerment becomes the ‘perpetual motion machine’—serving as a key catalyst for organizational activation, reaching every individual across the organization—especially those in critical roles—and supplying decision-making systems with critical talent data streams. The two sections above together constitute the Organizational Capability Commonality Map 1.0, designed to help diagnose which developmental stage your enterprise is in—covering four dimensions: business (strategy), organization, HR, and training. Let’s take Alibaba as an illustrative example: its launch of Taobao in 2003, as shown in: Figure 4: Schematic Diagram of Alibaba’s Organizational Capability Construction 1. Business transformation—In 2003, Alibaba shifted from B2B to C2C by launching Taobao, positioning itself against eBay. 2. Strategic positioning— 1) Startup phase (2003–2004): How to capture China’s C2C market and validate the commercial logic of C2C; Alipay was launched in 2004 to operate synergistically. 2) Growth phase (2005–2006): ‘Surrounding the cities from the countryside’—partnering with smaller websites to attract users, reducing dependence on traffic from major portal sites; secured investment from SoftBank. 3) Maturity phase (2006–2008): Adopted a free strategy to attract merchants and drive traffic from end-consumers (C-side), decisively defeating eBay and securing dominance in China’s C2C market. 4) Prime phase (2008–present): Integrated with Alipay into a bundled business offering, evolving into the foundational infrastructure of Alibaba’s new business groups. 3. Organizational capability— 1) Talent pipeline: Secretly assembled a core team—built the foundational leadership team under strict confidentiality, then gradually scaled the team. 2) Management mechanisms: Centralized authority—Taobao reported directly to Jack Ma, who personally oversaw key appointments and resource allocation. 3) Organizational system: Independent business-unit structure—Taobao operated as a completely new business, separate from Alibaba’s original B2B operations, ensuring rapid development speed. 4) Corporate culture: Evolved from the ‘Nine Swords Solo’ culture to the ‘Six Meridians Divine Sword’ culture—the new ‘Ten Commandments’ of Alibaba—emphasizing cultivation of ‘hound-type’ employees. In 2003, Alibaba shifted its strategic focus from B2B to C2C, targeting eBay; its strategic evolution progressed from ‘benchmarking eBay → surrounding cities from the countryside → free strategy → integrating Alipay’. Correspondingly, organizational capability development evolved along parallel tracks: ‘talent pipeline → secret team assembly; management mechanisms → controlled decentralization; organizational system → business-unit structure + political commissar system; corporate culture → Six Meridians Divine Sword’. This holistic approach enabled Alibaba to decisively defeat eBay and secure dominance in China’s C2C market.

On procurement: top-tier international practical insights—first, second, and third

Numerous professional books exist on overseas procurement and supply chain management—so why is *Strategic Procurement and Supply Chain Management: A Practitioner’s Management Notebook (3rd Edition)* considered a pinnacle of practical insight, and why did the publisher ‘choose only this one’? First and foremost, the author lineup is stellar. The book is co-authored by three distinguished individuals—each a renowned figure in the field, with diverse professional backgrounds. Carlos Mena has taught at several prestigious academic institutions, focusing his research on how procurement and supply chain management practices impact economic, social, and environmental performance. He has published over 80 works and regularly presents at influential international conferences—a quintessential scholar-practitioner. Romke van Hoek brings extensive hands-on experience: prior to becoming Professor of Supply Chain Management at Sam Walton College of Business, he served as Chief Procurement Officer at The Walt Disney Company, and held senior procurement and supply chain leadership roles at Nike, GDF Suez (now Engie), and PwC. Martin Christopher, a UK-based supply chain expert, has earned numerous international awards over the past 30+ years for his contributions to both theory and practice in supply chain management. As early as 1992, he famously declared, ‘The competition of the future will not be between companies but between supply chains.’ Looking back, this statement proved remarkably prescient—and has been repeatedly validated across industries over the past three decades. Apple’s resurgence stands as perhaps the strongest testament. Beyond these three leading authors, the invited contributors are equally impressive. Dr. Lisa M. Ellram serves on the Board of Directors of the U.S.-based Center for Advanced Procurement Strategy (CAPS), has authored six books, and published over 100 articles. Notably, Mr. Baohong Liu—the best-selling Chinese author on procurement and supply chain management—studied under Professor Ellram during his graduate studies in the U.S. This author ensemble truly shines with star power. Of course, reputation alone is insufficient—enduring influence rests on quality. This book synthesizes insights from multiple perspectives, with its greatest strength lying in its comprehensive, yet tightly focused, treatment of ‘procurement strategy’. It covers a wide array of critical procurement topics while balancing practical relevance, conceptual depth, and academic rigor—from procurement’s strategic role and strategy formulation, to procurement organizational design, strategic cost management, global sourcing, supplier relationship management, procurement’s impact on financial performance, supply chain risk management, sustainability and social responsibility, adoption of emerging technologies, and future trends. Moreover, each chapter features rich case studies drawn from leading global enterprises. All these themes are thoughtfully and concisely presented within a compact volume of fewer than 300 pages—an impressive feat demonstrating the authors’ exceptional mastery. In short, this book delivers both breadth and depth: a definitive, authoritative compendium on procurement and supply chain management. Remarkably, despite decades of collective experience, the authors avoid entrenched thinking. Their content resists conventional wisdom, offering profound, original insights on procurement strategy. When I first read this book, the global COVID-19 pandemic was raging. The crisis starkly exposed the fragility of modern supply chains. Many long-revered supply chain management strategies failed to adequately mitigate the pandemic-induced supply chain risks. Yet I believe that had enterprises implemented the principles and practices outlined in this book before the pandemic, they would—at the very least—have significantly strengthened their resilience. While no organization could fully insulate itself from such an unprecedented global catastrophe (few indeed could remain unscathed), proactive adoption of this book’s guidance would have substantially buffered the shock.

Oil-Dri Corp Of America Group Vice President Christopher B. Lamson Files Form 4 on October 19

Oct 21, 2026

Oil-Dri Corp Of America Group Vice President Christopher B. Lamson filed a Form 4 regarding beneficial ownership changes on October 19, 2026, with public disclosure occurring on October 20.

Investing.com Nigeria

2026-10-16

Oil-Dri Corp of America Director Files Form 4

2026-10-16

Oil-Dri Corp Director Daniel S. Jaffee Files Form 4 Transaction Report

2026-10-17

Oil-Dri Corp Of America: Form 4 Filing by Group Vice President Christopher B. Lamson

2026-10-21

Oil-Dri Corp Of America Group Vice President Christopher B. Lamson Files Form 4 on October 19

2026-10-21

Oil-Dri Corp of America Director Files Form 4