In recent years, considerable attention has focused on capability mapping. A capability map defines a hierarchy of capabilities required for the enterprise to deliver the desired results along with assessment of the importance and performance of these capabilities. The capability map is analyzed to identify those capabilities that require improvement—often called a capability “heat” map.
A capability map, as used in capability analysis, defines a hierarchy of capabilities required for the enterprise to deliver the desired results along with assessment of the importance and performance of these capabilities. The capability map is analyzed to identify those capabilities that require improvement— often called a capability “heat” map, an example of a part of which is shown below.
A capability map is used as the framework for defining scope and analyzing impact. A capability is “what” the business does. By focusing on the what, the map becomes very stable. “How” something is done changes frequently; with every system implementation or process improvement, it is altered. However, what is done remains relatively the same, year after year. The map organizes these capabilities into a hierarchy, with each capability level providing progressively more detail. The hierarchy enables to start with a broad discussion and then dive into more detail where needed. Creating a capability map, containing commonly used or usable definitions of capabilities, with their associated detail, establishes a common vocabulary across the business. This will enforce productivity in design or re-design of business models, and will facilitate discovery of opportunities to consolidate or outsource (or purposefully not doing so) capabilities.
The core concepts of capability mapping—the capability definitions and capability hierarchy— map directly to the VDML Capability definition and Capability Library. The figure below, illustrates a typical capability heat map where critical capabilities are highlighted. Though, historically, there was no consensus about how capabilities in a capability map align with other concepts in the enterprise, VDML normatively specifies a number of related concepts that would generally be expected to support the capability map: the organization(s) that has (have) and offer(s) the capability, the activities performed to deliver the capability, the capabilities/organizations that use the capability, the resources consumed and deliverables produced by the capability, and the values contributed (at the activity level) by the capability.