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A concept for describing stable, business-facing capabilities of an organization to support strategy, prioritization and architecture.
Business capabilities are stable, abstract abilities of an organization that describe what the business can do from a functional perspective. They bridge strategy and execution and enable prioritization, roadmapping and portfolio decisions. Capability models are technology-agnostic and provide a basis for target architectures, organizational design and investment choices.
Assessment of a capability regarding maturity, value contribution and cost.
Percentage of budget allocated to a capability.
Time until measurable business value after implementing a capability initiative.
Detailed mapping of core capabilities to prioritize digitalization initiatives.
Use of capability models to align product, technology and organizational activities.
Capability-based consolidation to reduce redundancies and harmonize processes.
Stakeholder workshop to capture strategic goals and expectations.
Create initial capability model and validate with business units.
Define governance and metrics, assign responsibilities.
Integrate capability map into tools and establish regular maintenance processes.