Monday, December 6, 2021


With overwhelming growth of information and frequent disruptions, what matters is capability dynamism and maturity.

Business Capabilities are the abilities to produce specific goods or services for serving customers, gaining market shares, and building business competency. Business management needs to ask insightful questions, and make an objective assessment of corporate capability adequacy, coherence, complexity. 

Capability maturity evaluation includes analyzing capability gaps in the context of future need, capability dependency or business capability reliance on technology capability, investment calculation, etc.

Are you getting the right architectural oversight for business capabilities? Generally speaking, there are strategic capability and tactical capability; differentiated capability and necessary capability. Tactical capability necessities keep the lights on; strategic capability differentiators build unique business competencies. To improve business competency, it is important to have a good understanding of current and future capabilities as well as their impact on implementing the strategic business goals, identify the key business capability and make an objective assessment of capability maturity. Capability enabled strategy has higher success rate.

There is a requirement of architectural oversight of business capability to see at which level of maturity you have arrived, the interdependence of capabilities and what level of transitions are required in future based on business strategic priorities. An objective assessment of capability includes the importance of each capability to the enterprise; different weighting may be applied to the capabilities of shaping organizational competency. When building the future state of the business, make sure that you break it down into looking at the ideal future first, followed by the practical capability view via knowledge, resource, schedule, and talent assessment. An architectural view bridges the “as is” and” to be” state of the business, so it can evaluate capability via a long term expansive lenses.

Can you do quality capability mapping from architect perspective: Enterprise Architecture aids in the transformation from strategy to plan and acts as an assurance of the quality of the capability based business strategy, contributes to improved quality of the strategic planning and capability development. What are current investment and acquisition strategies and how they are related to business capabilities of an organization? Enterprise architecture and its mapping with business capabilities should be determined by some of the stakeholders like client, technical architect, business architect etc. Capability mapping can be an enormous help in understanding and prioritizing strategic problem-solving; allowing you to prioritize and focus on the “bigger picture,” also helping other architects to figure out capability wise figures.

Unusually quality measure is based on a determinable outcome. And capability quality is assessed through consideration of completeness, consistency of levels, consideration of value chain /value stream /lifecycle /other reference model. The value of capability maps is to provide the useful tool to visualize the enterprise. With the increasing pace of changes, opportunities and risks keep emerging, dynamic capabilities are the strategic routines by which businesses achieve new resource configurations as markets emerge, collide, split, evolve, etc. Organizations should leverage an effective enterprise architecture to enhance various management disciplines, deliberately make the close alignment among the company’s strategic direction, its most distinctive capabilities, to achieve strategic goals in a stepwise manner.

Can you build a capability architecture as a subcomponent of enterprise architecture, design, model, and build a strong business capability portfolio?
Capability Architecture as a subcomponent of enterprise capability articulates business capability requirements and development for the company to transform from “as-is” to future state. There are varying ingredients in business capability - Process, Knowledge, Technology, Talent, Measurement. There are both hard and soft components in capability development; the successful capability integration and quality management will depend on the underlying business relationships between all of these points and how they influence each other. The capability architecture enhances the process of right use of standards, policies, and industry reference models and how new capabilities are developed and existing capabilities are getting enhanced using Architecture Development.

There are gaps existing in capability development because there are no mechanisms to handle risks or uncertain situations, the unrealistic designs that could not be implemented in the organizational system. By applying capability architecture perspectives and practices, capability modeling and models can be a driver for designing and developing capability, especially when done in collaboration. The quality capability model allows business leaders to establish important business goals relevant to the capability and identify goal dependencies to establish a high mature enterprise. Oftentimes, the enterprise capability design and configuration is uniquely challenging because of resource limitations or other business constraints. Enterprise capability architecture is a useful tool to integrate ingredients into business capability, recombine multiple capabilities into new capabilities, improve effectiveness of business capability development and management.

With overwhelming growth of information and frequent disruptions, what matters is capability dynamism and maturity. The dynamic capabilities accelerate business speed to change; the high-mature set of business capabilities can make organizations highly adaptable to fulfill their strategy, as the key business differentiator, and build the long term business advantage.


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