One of the biggest challenges we face when building capability models is getting teams to move from functional thinking—the things we do—to capability thinking—the ability we have to do things. Organizations generally create functional teams around capabilities, making it difficult to distinguish the two.
Business Architecture is no longer just an emerging discipline or an “interesting concept.” While far from being mature, it is increasingly being leveraged by enterprises to provide tangible value.
Strategy, architecture, projects, business, IT. Think about these words and how they are related. Just taking any two at a time yields dozens of abstractions, relationships, scenarios, metaphors, deliverables, processes, perceptions, and misperceptions. Volumes have been written. When looking at all five together, the complexity and number of variations expand exponentially.
In this article, I will explore practical examples for developing and applying a Business Capability Model and answer questions such as:
In this second part, enterprise architecture is considered from the perspective of more contemporary views of strategy such as dynamic capabilities, strategy as ecology, and core competencies. The article concludes with an analysis of the common themes that define enterprise irrespective of which strategy approach is selected.
Unless you’ve been living under a rock, it will be no surprise to hear that the global economy has its challenges. Instead of waiting for global corrections, companies have resorted to solely relying upon themselves for growth. However, with its narrow tolerance for error, self-growth is typically the most challenging.