Downloaded 65 times
Uploaded byIntersection Group
Capability Maps - The Next Generation
The document critiques the traditional use of capability maps in enterprise design, highlighting their lack of practicality and strong connection to business needs. It emphasizes the importance of cohesively structuring capabilities and processes to facilitate adaptivity and alignment between business and IT. The proposed approach advocates for a collaborative design process with business experts to create clear, purposeful, and actionable capability maps that better serve organizational objectives.
More Related Content
Similar to Capability Maps - The Next Generation
Capability Maps - The Next Generation
- 1. Capability Maps The NextGeneration Wolfgang Goebl
- 2. We help peoplecreate better enterprises. INTERSECTION GROUP
- 3. What went wrongwith capability maps?
- 4. What went wrongwith capability maps? Ugly Not very present outside architecture communities Few practical design patterns IT centered view
- 5. Capabilities are centralin organisation design, business components used as a modular “master structure” of the enterprise. Organisational- and IT structures can be derived from this master structure. “Modular business components.” Designed for Digital, J.Ross et.al What we want to change…
- 6. What we areable to do by orchestrating people and assets. Capability Track Maintenance
- 7. What we areable to do by orchestrating people and assets. Capability Activities Processes Assets Output
- 8. What we areable to do by orchestrating people and assets. Capability Track Maintenance Digger (Machine) Serviceable Track Gravel (Raw Material) Trackinator (Application)
- 9. What we areable to do by orchestrating people and assets. Capability Track Maintenance Needed for product creation Well-defined outputs Modularisation of enterprise
- 10. A structure weneed and use to perform our capabilities. Asset Machines, Buildings
- 11. Cohesion (“together whatbelongs together”)
- 12. Together what belongs together Manyinteractions between people and software applications within a capability Cohesion
- 13. Clear accountabilities Avoid redundancy Minimiseinteractions between capabilities Key to adaptivity Loose coupling
- 14. Well defined outputs Clearboundaries Design for adaptivity Reuse Building blocks
- 15. Customer Interaction Passenger Services Passenger Information SellTickets Train Restaurant Night Services Conciergerie Night Services Train Operations Train Scheduling Optimise Capacities Route Planning Train Scheduling Run Trains Clean and Prepare Drive Train Shunting Energy Mgmt. Train Routing Night Trains Luggage Furnishing Railway Infrastructure Management Planning EU Coordination Strategic Planning Budgeting Resource Management Building & Maintaining Project Management Construction Site Planning Stations Tracks Powerlines Powerplants Machines Material Crew Procurement Logistics Asset Accounting Change Enterprise Design IT Change Product Management Strategic Management Research & Development Innovation Investment Customer and Market Analytics Support HR IT Operations Legal Compliance Finance Executive Management Facility Management Risk Management Marketing & Communication Railway Signaling Control Railway Switches Billing and Booking Operate Powerplant Distribute Energy Trade Energy
- 16. When are groupings“good”? By color? By size? By shape? By species?
- 17. By object (powerlines) “Belongstogether” in an enterprise context By activity (logistics) Make an intentional design decision based on specialisation.
- 18. Railway Infrastructure Management ResourceManagement Building & Maintaining Stations Tracks Powerlines Powerplants Machines Material Crew Project Management Construction Site Planning Procurement Logistics Asset Accounting …by Activity …by Object “Belongs together” in an enterprise context Make an intentional design decision based on specialisation.
- 19. Get in touchwith our customer Sales via various channels Customer services Customer information Customer Facing Ticket sales
- 20. Create our products Manufacturing Warehousing Logistics Orderprocessing Operational Shunting
- 21. Needed for other capabilities Marketing Legal Humanresources Accounting Shared Finance
- 22. Innovate existing capabilities Strategic management Productdesign Enterprise design Innovation Change Strategy
- 23. Customer Interaction Passenger Services Passenger Information SellTickets Train Restaurant Night Services Conciergerie Night Services Train Operations Train Scheduling Optimise Capacities Route Planning Train Scheduling Run Trains Clean and Prepare Drive Train Shunting Energy Mgmt. Train Routing Night Trains Luggage Furnishing Railway Infrastructure Management Planning EU Coordination Strategic Planning Budgeting Resource Management Building & Maintaining Project Management Construction Site Planning Stations Tracks Powerlines Powerplants Machines Material Crew Procurement Logistics Asset Accounting Change Enterprise Design IT Change Product Management Strategic Management Research & Development Innovation Investment Customer and Market Analytics Support HR IT Operations Legal Compliance Finance Executive Management Facility Management Risk Management Marketing & Communication Railway Signaling Control Railway Switches Billing and Booking Operate Powerplant Distribute Energy Trade Energy
- 24. Existing Orgchart Existing Process/Product Model Capability Model Executive Board Application Owners Business Experts B-Level Executives Broadelicitation process to get existing capabilities
- 25. Customer Interaction Passenger Services Passenger Information SellTickets Train Restaurant Night Services Conciergerie Night Services Train Operations Train Scheduling Optimise Capacities Route Planning Train Scheduling Run Trains Clean and Prepare Drive Train Shunting Energy Mgmt. Train Routing Night Trains Luggage Furnishing Railway Infrastructure Management Planning EU Coordination Strategic Planning Budgeting Resource Management Building & Maintaining Project Management Construction Site Planning Stations Tracks Powerlines Powerplants Machines Material Crew Procurement Logistics Asset Accounting Change Enterprise Design IT Change Product Management Strategic Management Research & Development Innovation Investment Customer and Market Analytics Support HR IT Operations Legal Compliance Finance Executive Management Facility Management Risk Management Marketing & Communication Railway Signaling Control Railway Switches Billing and Booking Operate Powerplant Distribute Energy Trade Energy
- 26. Involve broad rangeof business experts Use common terminology Make products visible Use categories consciously Clear outputs Avoid overlaps Focus on essence (3-4 levels, ~100 capabilities) Align boxes well Capability design patterns
- 27. Capability maps use uncommonlanguage and are used exclusively by Enterprise Architects. Today Capability Boards are co-designed by all relevant business experts and used throughout the company (for Management, Organisation, Finance, IT, Asset Management, ...) Tomorrow
- 28. What went wrongwith capability maps? "Always based on information objects” call everything “management” (product-, claim-, money-, track-, train,...) “Tennis Racket Management”? “Tennis Ball Acceleration Management”? Unnatural language Capabilities present in IT only Extremely weak biz & IT alignment
- 29. What we wantto change… "Always based on information objects” Serve Unnatural language Capabilities present in IT only Extremely weak biz & IT alignment Based on highest cohesion common everywhere Seamless busIT co-design
- 30. “Related activities ourenterprise carries out.” Process Process/Activity = actually performed capability Only ONE way to design boundaries (caps, orga, activities, processes) Seamless connection of process management & capabilities & org design
- 31. Brand Product Organisation Story Purpose Process Capability Journey Task Channel Asset Content How todesign capabilities? - Product oriented! Startup https://enterprise.design
- 32. Brand Product Organisation Story Purpose Process Capability Journey Task Channel Asset Content How todesign capabilities? - Driven by legacy Existing Company https://enterprise.design
- 33. What you’ve learnedin this section.. › Only ONE decomposition of the business › Start from existing docs (org, processes, website..) › Run a broad elicitation process › Enable business to own their capability design › Design for highest cohesion › Select categories with care › Consolidate Process Models with Capabilities › Layout for beauty Business / IT Alignment -> BusinessIT Co-Design
- 34. Intersection Group isa Non Profit Association EDGY www.enterprise.design A set of connected Open Source tools for your Enterprise Design practice Community and Events Events for a global community of thinkers and practitioners Learning and Knowledge Publications, content, courses and digital tools with our partners
- 35. enterprisedesignpatterns.com Patterns Journey to impact Behaviourpatterns Practice patterns Creations patterns
- 36.
- 37.
- 38.
- 39.