Dr. Patrick Duffy is an organization scientist, advisor, and author specializing in organization capability, enterprise governance, and workforce performance. He is the originator of a systematic framework for measuring, designing, and governing organization capability as a foundation for enterprise effectiveness, productivity, and institutional performance.With more than 30 years of experience across government, business, and the nonprofit sector, he has worked with and advised senior leaders on strategy execution, organizational design, workforce capability, structural reform, and performance improvement. His work focuses on diagnosing capability constraints within organizational systems and translating organizational science into practical operating models that improve measurable performance.Dr. Duffy holds a doctorate and MPhil in organization science, an MBA from Cardiff University, an MSc from Bangor University, a postgraduate diploma from the London School of Economics, and an MA from the University of Leicester. His academic research includes a peer-reviewed publication in the Journal of Business and Public Administration (2025), where he proposed an empirical methodology for evaluating organization capability and its relationship to organizational effectiveness and productivity.He is the author of a body of work on organization capability, workforce performance, and enterprise management, including Organization Capability: Define, Measure, Govern; Measuring Work and Productive Capacity; The HR Paradox; Culture System; and Competency Development: Curse or Cure?. His books establish organization capability as a measurable executive responsibility and provide evidence-based frameworks used by leaders to design effective organizations, strengthen workforce capability, and improve enterprise execution.

• Introduction:WhyCompetencies Became the Answer to the Wrong Question1. The Meaning of Competency: Competing Paradigms, Historical Drift, and the State of PracticeINSIGHTS 1: Modeling vs Frameworks2. The Costs of GettingCompetencies Wrong3. Reconstructing Competency: A Human Performance Foundation4. Defining Competency: From Individual Action to Systemic ValueINSIGHTS 2: The "Great Eight" (Competencies)5. Competencies,Capability, and CultureINSIGHTS 3: Dentistry As Exhibit A6. When You Should NotBuild Competencies7. Why UniversalFrameworks Are So Seductive8. PositioningCompetencies Inside CapabilityINSIGHTS 4: Training In Competencies9. DesigningCompetencies That Actually Matter10. Assessing &Governing CompetenciesClosingRemarks: From Competencies to CapabilityAppendices I. Worked Example forOrganization Capability:Foundational Capability Attainment (FCA)II. Capability ReadinessAssessment:For Competency IntroductionAboutthe AuthorNotes& References

Dr. Patrick Duffy is an organization scientist, advisor, and author specializing in organization capability, enterprise governance, and workforce performance. He is the originator of a systematic framework for measuring, designing, and governing organization capability as a foundation for enterprise effectiveness, productivity, and institutional performance.With more than 30 years of experience across government, business, and the nonprofit sector, he has worked with and advised senior leaders on strategy execution, organizational design, workforce capability, structural reform, and performance improvement. His work focuses on diagnosing capability constraints within organizational systems and translating organizational science into practical operating models that improve measurable performance.Dr. Duffy holds a doctorate and MPhil in organization science, an MBA from Cardiff University, an MSc from Bangor University, a postgraduate diploma from the London School of Economics, and an MA from the University of Leicester. His academic research includes a peer-reviewed publication in the Journal of Business and Public Administration (2025), where he proposed an empirical methodology for evaluating organization capability and its relationship to organizational effectiveness and productivity.He is the author of a body of work on organization capability, workforce performance, and enterprise management, including Organization Capability: Define, Measure, Govern; Measuring Work and Productive Capacity; The HR Paradox; Culture System; and Competency Development: Curse or Cure?. His books establish organization capability as a measurable executive responsibility and provide evidence-based frameworks used by leaders to design effective organizations, strengthen workforce capability, and improve enterprise execution.

• Introduction:WhyCompetencies Became the Answer to the Wrong Question1. The Meaning of Competency: Competing Paradigms, Historical Drift, and the State of PracticeINSIGHTS 1: Modeling vs Frameworks2. The Costs of GettingCompetencies Wrong3. Reconstructing Competency: A Human Performance Foundation4. Defining Competency: From Individual Action to Systemic ValueINSIGHTS 2: The "Great Eight" (Competencies)5. Competencies,Capability, and CultureINSIGHTS 3: Dentistry As Exhibit A6. When You Should NotBuild Competencies7. Why UniversalFrameworks Are So Seductive8. PositioningCompetencies Inside CapabilityINSIGHTS 4: Training In Competencies9. DesigningCompetencies That Actually Matter10. Assessing &Governing CompetenciesClosingRemarks: From Competencies to CapabilityAppendices I. Worked Example forOrganization Capability:Foundational Capability Attainment (FCA)II. Capability ReadinessAssessment:For Competency IntroductionAboutthe AuthorNotes& References

Dr. Patrick Duffy is an organization scientist, advisor, and author specializing in organization capability, enterprise governance, and workforce performance. He is the originator of a systematic framework for measuring, designing, and governing organization capability as a foundation for enterprise effectiveness, productivity, and institutional performance.With more than 30 years of experience across government, business, and the nonprofit sector, he has worked with and advised senior leaders on strategy execution, organizational design, workforce capability, structural reform, and performance improvement. His work focuses on diagnosing capability constraints within organizational systems and translating organizational science into practical operating models that improve measurable performance.Dr. Duffy holds a doctorate and MPhil in organization science, an MBA from Cardiff University, an MSc from Bangor University, a postgraduate diploma from the London School of Economics, and an MA from the University of Leicester. His academic research includes a peer-reviewed publication in the Journal of Business and Public Administration (2025), where he proposed an empirical methodology for evaluating organization capability and its relationship to organizational effectiveness and productivity.He is the author of a body of work on organization capability, workforce performance, and enterprise management, including Organization Capability: Define, Measure, Govern; Measuring Work and Productive Capacity; The HR Paradox; Culture System; and Competency Development: Curse or Cure?. His books establish organization capability as a measurable executive responsibility and provide evidence-based frameworks used by leaders to design effective organizations, strengthen workforce capability, and improve enterprise execution.

• Introduction:WhyCompetencies Became the Answer to the Wrong Question1. The Meaning of Competency: Competing Paradigms, Historical Drift, and the State of PracticeINSIGHTS 1: Modeling vs Frameworks2. The Costs of GettingCompetencies Wrong3. Reconstructing Competency: A Human Performance Foundation4. Defining Competency: From Individual Action to Systemic ValueINSIGHTS 2: The "Great Eight" (Competencies)5. Competencies,Capability, and CultureINSIGHTS 3: Dentistry As Exhibit A6. When You Should NotBuild Competencies7. Why UniversalFrameworks Are So Seductive8. PositioningCompetencies Inside CapabilityINSIGHTS 4: Training In Competencies9. DesigningCompetencies That Actually Matter10. Assessing &Governing CompetenciesClosingRemarks: From Competencies to CapabilityAppendices I. Worked Example forOrganization Capability:Foundational Capability Attainment (FCA)II. Capability ReadinessAssessment:For Competency IntroductionAboutthe AuthorNotes& References