Friday, January 7, 2022


To improve organizational capability maturity, architecture is a practical tool to communicate and facilitate, and sets up the ever-evolving environment for building business capability and accelerating value-added deliveries.

The exponential growth of information and the probability of surprising emergent properties bring both unprecedented opportunities and risks to organizations across industrial sectors today. Organization is at different stages of the business growth cycle, it perhaps requires diverse flows and differentiated business manageability. 

The architecture is used as an instrument to assess, design, and orchestrate capabilities, avoid implementation of redundancy, complexity, and duplicity, to improve overall business competency and maturity.

Are you getting the right Architectural oversight for business capabilities? Business capability develops organizational competency and enables business strategy implementation. There is a requirement of architectural oversight of business capability to understand the interdependence of capabilities and what level of transitions are required in future based on business strategic priorities, and also make an objective assessment of which level of maturity your organizations have arrived at. In specific, 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.

The architectural oversight of capability development allows budget, resources, and talent aligned with the business strategies/objectives scientifically. With architecture as an effective capability oversight tool, those business capabilities with gaps are evaluated deeply, it helps the management categorize capabilities into competitive necessities and competitive differentiators; design, build, and preserve core competency even as management expands and redefines the business.

How new capabilities are developed and existing capabilities are getting enhanced using Architecture: There is a variety of complexity in capability development. Architecture is used as a collaboration instrument to create a decent business capability map to identify capability patterns, analyze capability gaps in the context of future need, capability dependency or business capability reliance on technology capability, investment calculation, etc, and offer insight to senior management in making holistic investment decisions. Capability mapping can be an enormous help in understanding problems; allowing you to prioritize and focus on the “bigger picture,” also helping others figure out capability wise figures.

Due to the complexity of modern society with dynamic changes, capability development moves from fixed to dynamic, transactional to transformational, linear to nonlinear to solve more complex problems or thorny issues effectively. Business architecture as a “big picture” capability instrument tool produces a list of remediation work that needs completing to improve differentiated business capabilities. The capability development evolves and moves from the fundamental level to differentiated level between categories based on the technology evolution, business driver, or business model evolution etc.

Should organizations work backwards? Work on an opportunity and then figure out what is the capability/architecture existing out there
: Organizational capabilities today are the result of its history which constrains what capabilities the firm can perform in the future. An effective capability architecture brings a structural view for business executives to keep track of their business capability development cycle, think outside the current constraints, look at the transition and state transformation of the enterprise for allowing an unknown future state to emerge.

Technically, enterprise capability architecture is an effective tool that performs “As-Is” & “To-be' ' outlines with gap analysis and risk assessment. Business capabilities are path-dependent, organizations should assess their current capabilities -how they impact the business performance, agility, and maturity. Then, which capabilities the future of the organization should sharpen in order to design the future of business. The management can reimagine the future needs of the company, then work backwards with retrospective, providing visual understanding of business logic, building needed capability to realize the “to-be” state of the organization.

Business architecture becomes a lens through which the management can understand multifaceted business relationships, optimize organizational functions and structures, and harness transformative changes through balancing generalization, specialization, and classification in the right way. To improve organizational capability maturity, architecture is a practical tool to communicate and facilitate, sets up the ever-evolving environment for building business capability and accelerating value-added deliveries that make the organization different and competitive.


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