Closing Capability Gaps through Development & Redesign

From Gap to Action: What It Takes

Identifying a capability gap is only the beginning. The real value lies in how you respond. Whether the gap relates to technical skills, leadership behaviors, or systemic readiness, it must be addressed intentionally—with tools that fit the scale and context of the need.

Most organizations default to training, but capability building requires more than content. It demands:

• Alignment to business strategy
• Prioritization based on impact and urgency
• Multiple levers: development, design, acquisition, automation

Key Options for Closing Gaps

Let’s explore the most effective approaches:

1. Upskilling and Reskilling

Still the most common route—but only effective when:

• There’s time to develop
• The individuals are motivated and capable of learning
• The skill is best grown internally (vs. bought or automated)

Examples include digital fluency, customer service agility, or agile methodologies.

2. Role Redesign

Sometimes the best way to close a capability gap is to change the job itself.

This might mean:

• Splitting a complex role into two manageable ones
• Creating hybrid roles that span silos
• Moving tasks to lower-cost or more scalable resources

3. Hiring for Targeted Capabilities

When speed is critical or internal development isn’t feasible, strategic hiring may be the answer. This works best for:

• Niche skills (e.g., data ethics, AI safety)
• Injecting new thinking into legacy teams
• Rapid scaling (e.g., opening new locations)

The risk is creating a dependency on external supply—so hiring should be part of a broader capability strategy.

4. Automating or Outsourcing the Gap

Not every gap needs a human solution. In some cases:

• Workflow automation reduces the need for repetitive capabilities
• Outsourcing buys short-term capacity without long-term investment

This can be a smart move when the capability is non-core or in rapid decline.

5. Structural Change

When gaps are deeply embedded, piecemeal fixes won’t work. Organizational redesign may be required:

• New operating models (e.g., from functional to agile)
• Changing spans of control
• Shifting decision rights or governance

Selecting the Right Intervention

No single solution fits all. Use a framework to decide:

Consider feasibility, cost, time to impact, and alignment with strategic direction.

How to Prioritize Gaps

You can’t close every gap. Focus your efforts using these filters:

• Strategic impact: Does the gap block a key initiative?
• Business urgency: Is there a pressing timeline?
• Build vs. Buy: Can we realistically develop this internally?
• Dependencies: Does closing this gap enable others?

Measuring Progress

Closing capability gaps isn’t an abstract goal—it should be measured. Useful metrics include:

• % of targeted individuals who complete training or gain certification
• Speed to proficiency in new roles
• Performance before and after intervention
• Internal mobility into critical roles
• Readiness score improvements in heatmaps or assessments

Don’t forget qualitative feedback from managers and employees—it adds depth to metrics.

The Role of HR

HR is both architect and facilitator of capability closure. This means:

• Working with business leaders to define outcomes
• Designing learning and development that fits real work
• Redesigning roles or structures when needed
• Supporting change with communication and adoption

The key is not doing everything, but enabling the right things to happen faster.

Link to Other Domains

Closing capability gaps is not isolated—it connects deeply to:

• Learning Strategy: What to invest in, for whom, and how
• Talent Acquisition: What to hire and when
• Workforce Planning: How to allocate and develop over time
• Employee Experience: Ensuring support, clarity, and meaning
• Organizational Design: Shaping how work actually gets done

In essence, capability building is the connective tissue between strategy and people.