Business Capability Modeling¶

This perspective states Alescent's posture toward Business Capability Modeling as a common enterprise analysis and operating model discipline.

Domain Classification¶

Business Capability Modeling is primarily a Practices-domain construct when it refers to repeatable methods for identifying, structuring, assessing, and governing the abilities an organization must possess to produce outcomes.

It also touches Players through competencies and role expectations, Platforms through enabling systems and data, and Products where products or services are supported by organizational capabilities.

Alescent Position¶

Alescent recognizes Business Capability Modeling as a highly relevant discipline for describing what an organization must be able to do, independent of current organizational structure, systems, processes, or projects.

Alescent's position is a "yes, and" position:

yes, Business Capability Modeling provides useful abstraction, stability, and structure for understanding organizational means;
and, Alescent extends capability modeling by treating capabilities as means to create, protect, accelerate, amplify, assure, or realize value.

Value Realization Extension¶

A Value Realization-based extension of Business Capability Modeling emphasizes:

capabilities as logical expressions of the means to create value;
capability maturity as a value condition, not realized value by itself;
capability gaps as potential Findings or sources of value leakage;
capability investment as subject to Value Statements and evidence;
capability portfolios as candidates for Value Realization Portfolios;
distinction between Capability, Competency, Platform, Practice, and Product.

Preferred Use¶

Use Business Capability Modeling when derived content needs to describe organizational abilities, capability maps, maturity, coverage, gaps, or investment priorities.

Use Value Realization language where capability decisions must connect to Effects, investment, evidence, valuation, and realized outcomes.

Prohibited Use¶

Do not treat a capability map as value evidence.

Do not treat capability maturity as realized value without evidence of outcome contribution.

Do not collapse capability into competency, platform, process, product, or org chart structure.

Do not create capability investments without a value hypothesis or Value Statement where material.

Practices
Players
Platforms
Products
Capability Optimization
Competency Optimization
Capability
Competency
Value Statement
Value Realization Portfolio
Effects