I just searched “capability mapping” and your video popped up! I met you once when I was recruiting and you gifted me your book! Thank you for this video! 🙏🏽
Dear Content Owner - Big "Thank You" for taking the time and putting the "effort", "energy" to bring the value in this industry via this video. Your video is highly enriching and bringing the passion with the depth to THRIVE ... ....
Hi Jesper, this was an interesting watch - I was trying to track down resources related to capability frameworks to support some OD work. The only part where I differ in my thinking is the case where an organisation can only have one capability applied in one place - for example, 'judgement' is a higher-order capability and the lower level capabilities that underpin this might be recognising, analytical rigour, and framing. When it comes to E2E talent management, mapping broad capabilities that are cross functional in nature enables an organisation to objectively assess performance at scale (whereas the former approach does not). It also opens up like-for-like conversations around individual performance through talent forums which enables robust succession planning and workforce planning. The largest benefit in an agile world is that you can digitise your skills ontology and create your own internal gig economy of micro jobs that uses AI to align capability requirements with the right employees and corresponding resourcing availabilities. Happy to chat Jesper.
Capability mapping seems to go hand and hand with the gap analysis. You establish the bassline business architecture (what we are now) understand the direction the organization wants to go in and develop the customized target architecture (what we want to be...) and perform the gap analysis... omce you know what you dont have, set milestones to improve your current capability while mapping out the new features and what that will improve within the organization. What i am missing however is the time and level of effort it would take to accomplish the new capability... does it make sense to hire out or develop within the organization? What are the custs/benefits asssociated with this? Does it make sense to lock in on certain technologies and frameworks vs remaining agole and not fully committing to a specific discipline?
These are great questions! What business architecture/capability modelling does is frame the context of change (e.g. capability uplifts). Other techniques/technologies are then used to operationalise capability uplifts (including technology capability uplifts).
Thank you for video! Very well explained. I have additional questions - for to assign those colors- red, amber, yellow, green. Are there so criteria, how to evsluate this?
Very interesting concepts, Mr. Lowgren. I am tasked with pairing it with Enterprise Architecture in my company. I believe I saw one other video of yours explaining just that. I will continue watching. Best regards.
I enjoyed it a lot, thanks. I have a question or concern regarding the relationship between capabilities and processes. For me, some of the level 2 (or beyond) capabilities should be considered processes. I believe capabilities are, in a way, abstract and represent the organization's potential, while processes are operational assets of the organization where the real work takes place. Where do you implement improvements? I think at the process level, so my question or request would be to clarify how capabilities and processes relate to each other.
Be careful not mix up the WHAT and the HOW. A capability is WHAT the business does - it is largely static and structural, a PROCESS is a behaviour (a set of one of more steps) and is considered to be HOW the business delivers the capability. The process will change lots, but the capability is likely to not change much. I see lower level capabilities (the level depends on what works for you) as mapping directly to processes, & to business functions & roles - to give you a much richer view of your business. Hope that helps 🙂
It would probably have been worth mentioning Archimate and the free Archi tool although the visuals will still need to be done in a better visualisation tool like Visio or Inkscape.
@@JesperLowgren boxes in boxes? I completed some work for a large client last year and we collected model data in excel and did pictures in PowerPoint.
I'm confused...how does "A capability" describe what an organisation does? Is a capability not an attribute that enables an organisation to do what it does?
This is a marvel. I read a book with similar content, and it was a marvel to behold. "The Hidden Empire: Inside the Private Worlds of Elite CEOs" by Adam Skylight
Hey Jesper, first of all let me tell you that you're an absolute legend!! I've got a question about how you rate the capabilities. Do you have any complementary document that you might share with me please mate? Thanks legend
Hey @fabianzarate5777 and thank you!! I use the Business Architecture Guild classification framework. I don't have any specific documentation for rating capabilities.
Thank you Jesper, this is very valuable and informative. A question though, I see process modeling as a followup step after capability modeling, do you have any good tips for that, how to connect both? Thank you. ( please keep it up, the way you explain things is very clear)
Hi Munib, yes process modelling complements capability modelling, on two levels: 1. Mapping the value-chain and related value-streams, and then link the relevant capability to each value-stream, and 2. Once capabilities are decomposed to level 3 or 4, they naturally become processes.
Hi, I view capabilities as being organisational, whereas competencies are personal. For example, if a capability is Campaign Management, competencies might be Segmentation, Campaign Reporting and Analytics etc.
Great video, Jasper. Thank you. Do you have any books you'd recommend on learning to do capability based planning? I heard CMMI is considered the best framework now? Your videos have made the benefits and outcome of the process very clear to me, but now I want to understand how I can arrive at the understanding / outcomes you've presented as efficiently as possible (minimum impact on stakeholders' time involvement) please
Hi Deedy Technologies and thanks for your feedback! In my view, the authoritative source in Capability Modelling, Value-Streams, and Business Architecture is the Business Architecture Guild. You get access to an almost 1,000 pages business architecture handbook when you join, including industry-specific capability frameworks. Here is the link: www.businessarchitectureguild.org/. I am not affiliated with them in any way other than being a member myself 😄.
Great lessons! I'm wondering if you have created a video or have any thoughts on aligning enterprise data models to capability models? For example, is there equivalence between Level Zero Capability Model and Level Zero Enterprise Data Model?
Do you think capability maps are useful tool to review the value of a specific technology platform for a business. bottom down view... Highlight how well a specific platform is providing capabilities to the business. View potential overlaps and gaps. OR would you recommend another framework?
Hi Adam, I think Capability Mapping is very suited for that purpose. Capability Uplifts/New Capabilities frame the requirements, after which an organisation view is created, showing which parts of the organisation use the capabilities (organisational impact assessment). A second view could show all current applications used by that capability (current application impact assessment).
Short and concise, this video. Excellent. I knew of capability mapping, but am trying to couple it with Requirements/specification management (in EA Sparx) Any feedback greatly appreciated (btw: subscribed ;-)
Hi Steven, there are a few ways of doing this in my experience (without knowing how Sparx handles it). One approach is to simply use the capability-map, and expand the lowest level of capabilities into requirements. For example, if a level 4 capability is Product Cost Management, requirements are simply developed for this capability. This also works with Agile, where a Capability could translate into a feature, and requirements captured as user-stories. However, this works best for less complex situations. The other approach is to develop value-chains across capabilities, and develop requirements for the value-chains. In case of Agile, value-chains would form the basis for features, which are then broken down into user-stories. Hope this helps :).
Hi Jesper, very informative and easy to follow Could you suggest how to build a capability model for a external client who are resistant to new changes.In my current project we have a truck load of business requirements and at the tech level we have received lots of good documents from the client , based on the FR n NFR list , how can I start a CP? any advice will help :P
Sorry to say it, but I got feeling that this is yet another tool for those who are sitting in a separate IT department (sometimes from an external consultant agency) and that aren't part of the true business/operation as they are working with procurement/development of IT tools. Working as an architect witin a vehicle software and electronic product line ("the product development capability") I truly have seen have seen problems with these capability maps as these "enterprise architects" has so poor understanding of that kind of business/operation and these capability maps simply doesn't help. But that is my experience and other might have had other experiences.
It's all about getting the right people in the right place. Your criticisms seem to do more with the employment of "outsiders" than they do with the process itself. I know where you're coming from; consultants get away with murder far too often. But don't blame the tool.
![I.N "HALLUCINATION" | [Stray Kids : SKZ-PLAYER]](http://i.ytimg.com/vi/n5B5q1Hwt_U/mqdefault.jpg)
I just searched “capability mapping” and your video popped up! I met you once when I was recruiting and you gifted me your book! Thank you for this video! 🙏🏽
Hi Mandana, yes I remembre! Thank you for watching 😁.
Dear Content Owner -
Big "Thank You" for taking the time and putting the "effort", "energy" to bring the value in this industry via this video.
Your video is highly enriching and bringing the passion with the depth to THRIVE ...
....
Very clear and concise video that I have came across so far, very helpful, thank you so much 🙏🏻
Thank you FH, much appreciated 😁!
Binge-watching your videos! Thanks for explaining those concepts in a simple but effective way.
Thank you Lars !! It is comments like yours that make it worthwhile to keep making videos.
Thank you Lars!
Hi Jesper, this was an interesting watch - I was trying to track down resources related to capability frameworks to support some OD work. The only part where I differ in my thinking is the case where an organisation can only have one capability applied in one place - for example, 'judgement' is a higher-order capability and the lower level capabilities that underpin this might be recognising, analytical rigour, and framing. When it comes to E2E talent management, mapping broad capabilities that are cross functional in nature enables an organisation to objectively assess performance at scale (whereas the former approach does not). It also opens up like-for-like conversations around individual performance through talent forums which enables robust succession planning and workforce planning. The largest benefit in an agile world is that you can digitise your skills ontology and create your own internal gig economy of micro jobs that uses AI to align capability requirements with the right employees and corresponding resourcing availabilities. Happy to chat Jesper.
Thanks Jesper! This was fun... Have liked and subbed looking forward to more of your videos
Thank you Naheed !!😁
Thanks Jesper for explain and bring to us these knowledge, and also for make easier to understantd this subject.
Didn't know of capability mapping. Very informative
We love this Jasper
Thank you !!! 😁
Good suggestions for beginners in business strategy and technology strategy. Thanks> good advice.
Very helpful, I am too Binge watching your videos. Thank you.
Very helpful. Thanks for posting!
Thank you jngf100!
Capability mapping seems to go hand and hand with the gap analysis. You establish the bassline business architecture (what we are now) understand the direction the organization wants to go in and develop the customized target architecture (what we want to be...) and perform the gap analysis... omce you know what you dont have, set milestones to improve your current capability while mapping out the new features and what that will improve within the organization.
What i am missing however is the time and level of effort it would take to accomplish the new capability... does it make sense to hire out or develop within the organization? What are the custs/benefits asssociated with this? Does it make sense to lock in on certain technologies and frameworks vs remaining agole and not fully committing to a specific discipline?
These are great questions! What business architecture/capability modelling does is frame the context of change (e.g. capability uplifts). Other techniques/technologies are then used to operationalise capability uplifts (including technology capability uplifts).
Very interesting and well explained. Thank you.
Thank you for video! Very well explained. I have additional questions - for to assign those colors- red, amber, yellow, green. Are there so criteria, how to evsluate this?
Never heard of it but am keen to try it.
6:03 Capability = Noun. Process = Verb.
6:50 = Focus o WHAT the company does instead of HOW it does it
Very interesting concepts, Mr. Lowgren. I am tasked with pairing it with Enterprise Architecture in my company. I believe I saw one other video of yours explaining just that. I will continue watching. Best regards.
Hi Anastacio and thanks for your feedback. Glad I could be of assistance 😁!
Simply superb.
Thank you !!
Great video, just in time!
Great video and delivery.
Thank you Michael!
I enjoyed it a lot, thanks. I have a question or concern regarding the relationship between capabilities and processes. For me, some of the level 2 (or beyond) capabilities should be considered processes. I believe capabilities are, in a way, abstract and represent the organization's potential, while processes are operational assets of the organization where the real work takes place. Where do you implement improvements? I think at the process level, so my question or request would be to clarify how capabilities and processes relate to each other.
Be careful not mix up the WHAT and the HOW. A capability is WHAT the business does - it is largely static and structural, a PROCESS is a behaviour (a set of one of more steps) and is considered to be HOW the business delivers the capability. The process will change lots, but the capability is likely to not change much. I see lower level capabilities (the level depends on what works for you) as mapping directly to processes, & to business functions & roles - to give you a much richer view of your business. Hope that helps 🙂
It would probably have been worth mentioning Archimate and the free Archi tool although the visuals will still need to be done in a better visualisation tool like Visio or Inkscape.
100% agree, Archimate is much better for the actual modelling, using PowerPoint or Visio as the presentation layer.
@@JesperLowgren I'd be interested in what visualisations you use for capabilities.
@@PeterKelley Hi Peter, I typically use PowerPoint when presenting to a business audience. Not very high tech 😁.
@@JesperLowgren boxes in boxes? I completed some work for a large client last year and we collected model data in excel and did pictures in PowerPoint.
Hello, How can you map the business capabilities and business process architecture (mgmt. processes, core processes, support processes)? Best Regards,
Thank you, very good. Can you do one on Design Thinking
I'm confused...how does "A capability" describe what an organisation does? Is a capability not an attribute that enables an organisation to do what it does?
This is a marvel. I read a book with similar content, and it was a marvel to behold. "The Hidden Empire: Inside the Private Worlds of Elite CEOs" by Adam Skylight
Thank you !!
Hey Jesper, first of all let me tell you that you're an absolute legend!! I've got a question about how you rate the capabilities. Do you have any complementary document that you might share with me please mate?
Thanks legend
Hey @fabianzarate5777 and thank you!! I use the Business Architecture Guild classification framework. I don't have any specific documentation for rating capabilities.
Cheers mate🫶
Thank you Jesper, this is very valuable and informative. A question though, I see process modeling as a followup step after capability modeling, do you have any good tips for that, how to connect both? Thank you. ( please keep it up, the way you explain things is very clear)
Hi Munib, yes process modelling complements capability modelling, on two levels: 1. Mapping the value-chain and related value-streams, and then link the relevant capability to each value-stream, and 2. Once capabilities are decomposed to level 3 or 4, they naturally become processes.
@@JesperLowgren perfect, thank you 😀
Thank you, a very useful video… What is you view on the difference between capabilities and competencies if any? Cheers
Hi, I view capabilities as being organisational, whereas competencies are personal. For example, if a capability is Campaign Management, competencies might be Segmentation, Campaign Reporting and Analytics etc.
Enjoyed your movie.
Great video, Jasper. Thank you. Do you have any books you'd recommend on learning to do capability based planning? I heard CMMI is considered the best framework now? Your videos have made the benefits and outcome of the process very clear to me, but now I want to understand how I can arrive at the understanding / outcomes you've presented as efficiently as possible (minimum impact on stakeholders' time involvement) please
Hi Deedy Technologies and thanks for your feedback! In my view, the authoritative source in Capability Modelling, Value-Streams, and Business Architecture is the Business Architecture Guild. You get access to an almost 1,000 pages business architecture handbook when you join, including industry-specific capability frameworks. Here is the link: www.businessarchitectureguild.org/. I am not affiliated with them in any way other than being a member myself 😄.
Great lessons! I'm wondering if you have created a video or have any thoughts on aligning enterprise data models to capability models? For example, is there equivalence between Level Zero Capability Model and Level Zero Enterprise Data Model?
Thanks Mike! Yes there is a link between business architecture and data architecture, and you have given me a great ida for a future video 😁.
Keep them coming.
Do you think capability maps are useful tool to review the value of a specific technology platform for a business. bottom down view... Highlight how well a specific platform is providing capabilities to the business. View potential overlaps and gaps. OR would you recommend another framework?
Hi Adam, I think Capability Mapping is very suited for that purpose. Capability Uplifts/New Capabilities frame the requirements, after which an organisation view is created, showing which parts of the organisation use the capabilities (organisational impact assessment). A second view could show all current applications used by that capability (current application impact assessment).
Short and concise, this video. Excellent. I knew of capability mapping, but am trying to couple it with Requirements/specification management (in EA Sparx) Any feedback greatly appreciated (btw: subscribed ;-)
Hi Steven, there are a few ways of doing this in my experience (without knowing how Sparx handles it). One approach is to simply use the capability-map, and expand the lowest level of capabilities into requirements. For example, if a level 4 capability is Product Cost Management, requirements are simply developed for this capability. This also works with Agile, where a Capability could translate into a feature, and requirements captured as user-stories. However, this works best for less complex situations. The other approach is to develop value-chains across capabilities, and develop requirements for the value-chains. In case of Agile, value-chains would form the basis for features, which are then broken down into user-stories. Hope this helps :).
Great vid. What's yr accent from?
Hi Jesper, very informative and easy to follow Could you suggest how to build a capability model for a external client who are resistant to new changes.In my current project we have a truck load of business requirements and at the tech level we have received lots of good documents from the client , based on the FR n NFR list , how can I start a CP? any advice will help :P
8:16 jesus christ, I almost had a heart attack :D I was taking some notes, the audio was pretty low and suddenly the loud pop
Ha!! I read your comment before I reached that timestamp, forgot all about it and jumped, just the same.
Excellent video. Thanks!
Thank you Rafael, I am happy you liked it!
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I like it
love it
wow
nice
❤
Slurping while explaining is also capability
😍🥰🥰
Sorry to say it, but I got feeling that this is yet another tool for those who are sitting in a separate IT department (sometimes from an external consultant agency) and that aren't part of the true business/operation as they are working with procurement/development of IT tools. Working as an architect witin a vehicle software and electronic product line ("the product development capability") I truly have seen have seen problems with these capability maps as these "enterprise architects" has so poor understanding of that kind of business/operation and these capability maps simply doesn't help. But that is my experience and other might have had other experiences.
It's all about getting the right people in the right place. Your criticisms seem to do more with the employment of "outsiders" than they do with the process itself.
I know where you're coming from; consultants get away with murder far too often. But don't blame the tool.
Very interesting and well explained. Thank you.
Great video, just in time!