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<small>[[Capability Modeling Guidelines]] | [[Capability_Modeling_Guidelines:_How_to_use_Capabilities_to_Align_Investments_with_Purpose|How to use Capabilities to Align Investments with Purpose]]</small> | <small>[[Capability Modeling Guidelines|Capability Modelling Guidelines]] | [[Capability_Modeling_Guidelines:_How_to_use_Capabilities_to_Align_Investments_with_Purpose|How to use Capabilities to Align Investments with Purpose]]</small> | ||
=Involve | =Involve business experts= | ||
Before engaging with your co-creators, you've taken the time to review what's already been designed and documented across different roles. Reference models from your industry, along with internal materials, have helped deepen your understanding of the business. They’ve also raised new questions and highlighted deeper issues, revealing gaps and flaws in the current [[organisation]] and [[Enterprise Design]]. | Before engaging with your co-creators, you've taken the time to review what's already been designed and documented across different roles. Reference models from your industry, along with internal materials, have helped deepen your understanding of the business. They’ve also raised new questions and highlighted deeper issues, revealing gaps and flaws in the current [[organisation]] and [[Enterprise Design]]. | ||
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Now the real work begins: untangling that mess together with the [[people]] who understand how things actually function day to day. Co-designing a meaningful [[capability]] model isn’t something you do alone—it relies on tapping into the collective experience and insight across the [[organisation]]. It’s through this collaborative [[process]] that strong, practical [[Enterprise Design|Enterprise Designs]] emerge. | Now the real work begins: untangling that mess together with the [[people]] who understand how things actually function day to day. Co-designing a meaningful [[capability]] model isn’t something you do alone—it relies on tapping into the collective experience and insight across the [[organisation]]. It’s through this collaborative [[process]] that strong, practical [[Enterprise Design|Enterprise Designs]] emerge. | ||
==Typical | ==Typical interview questions for modelling as-is capabilities== | ||
When interviewing a business expert, your goal is to understand what their part of the [[organisation]] does, what it should be doing, and how effectively it’s performing those functions. Asking the right questions helps surface valuable insights into current [[capabilities]]—and gives you the input you need to build an accurate as-is [[capability]] model.: | When interviewing a business expert, your goal is to understand what their part of the [[organisation]] does, what it should be doing, and how effectively it’s performing those functions. Asking the right questions helps surface valuable insights into current [[capabilities]]—and gives you the input you need to build an accurate as-is [[capability]] model.: | ||
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*What specialised [[assets]] (like IT applications or machines) does your team need for its activities? | *What specialised [[assets]] (like IT applications or machines) does your team need for its activities? | ||
Validate your understanding: periodically summarise what you've heard to ensure accuracy. Clarify terms by asking questions like: '' | Validate your understanding: periodically summarise what you've heard to ensure accuracy. Clarify terms by asking questions like:'' 'What do you mean by X? Can you give me an example?' ''Take detailed notes and capture key terms in the glossary. | ||
==Assess | ==Assess as-is capabilities== | ||
When you interview business experts about the current state, many will naturally start sharing ideas for how things could be improved. After all, it’s not every day someone takes the time to really listen. Use that momentum—capture their suggestions and future-facing ideas by asking questions like: | When you interview business experts about the current state, many will naturally start sharing ideas for how things could be improved. After all, it’s not every day someone takes the time to really listen. Use that momentum—capture their suggestions and future-facing ideas by asking questions like: | ||
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*To what extent are these [[capabilities]] documented, standardised, and repeatable? | *To what extent are these [[capabilities]] documented, standardised, and repeatable? | ||
==Sketch | ==Sketch as-is capabilities== | ||
To understand the [[capabilities]] of the entire [[enterprise]], you will need to speak with multiple business experts, each bringing their own perspective. Use pen and paper or a digital sketching tool during the interviews to help each expert articulate their view in the form of a heat-mapped [[capability]] model for their area of the business. | To understand the [[capabilities]] of the entire [[enterprise]], you will need to speak with multiple business experts, each bringing their own perspective. Use pen and paper or a digital sketching tool during the interviews to help each expert articulate their view in the form of a heat-mapped [[capability]] model for their area of the business. | ||
Begin with an initial Capability Map based on your exploration of existing [[content]] and domain-specific reference models. Extend and update this map after each interview to reflect your evolving understanding. Maintain a working version that represents your own interpretation of the current [[capability]] landscape, using a simple colour-coding system to indicate overall performance. If a [[capability]] is assessed inconsistently by different experts, mark it with a | Begin with an initial Capability Map based on your exploration of existing [[content]] and domain-specific reference models. Extend and update this map after each interview to reflect your evolving understanding. Maintain a working version that represents your own interpretation of the current [[capability]] landscape, using a simple colour-coding system to indicate overall performance. If a [[capability]] is assessed inconsistently by different experts, mark it with a'' '?' ''to highlight areas that require further investigation in future iterations. | ||
''Example: Work in progress Capability map of Intersection Railways after running the interviews with some business experts'' | ''Example: Work in progress Capability map of Intersection Railways after running the interviews with some business experts'' | ||
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[[File: CMG_Involve_Business_Experts_1.png]] | [[File: CMG_Involve_Business_Experts_1.png]] | ||
==Create | ==Create trust and start building a coalition for change== | ||
The mess of existing [[enterprises]] has been created by [[people]] with their individual interests and often siloed designs. It needs [[people]] working together to iteratively untangle the messes in the direction of a coherent [[enterprise]]. Redesigning the [[enterprise]] often triggers concerns among employees about losing influence or having to transition into new roles. Such apprehensions are natural and can sometimes slow down progress. Those feelings can escalate into arguments, which can build resentment and ultimately stall progress. The most challenging aspect of co-creating a Capability Map is learning to collaborate with others who are experiencing these difficult emotions. Creating a Capability Map with business experts is first and foremost a social effort and requires empathy and strong communication skills. Your co-creators must feel that you genuinely care about their goals and concerns and take a personal interest in them to build the trust necessary for open communication. Listen actively to understand the pains and intentions of business experts and strive to understand how you can assist them. Pay attention to ''how'' people tell you things, instead of just listening to ''what'' people tell you. | The mess of existing [[enterprises]] has been created by [[people]] with their individual interests and often siloed designs. It needs [[people]] working together to iteratively untangle the messes in the direction of a coherent [[enterprise]]. Redesigning the [[enterprise]] often triggers concerns among employees about losing influence or having to transition into new roles. Such apprehensions are natural and can sometimes slow down progress. Those feelings can escalate into arguments, which can build resentment and ultimately stall progress. The most challenging aspect of co-creating a Capability Map is learning to collaborate with others who are experiencing these difficult emotions. Creating a Capability Map with business experts is first and foremost a social effort and requires empathy and strong communication skills. Your co-creators must feel that you genuinely care about their goals and concerns and take a personal interest in them to build the trust necessary for open communication. Listen actively to understand the pains and intentions of business experts and strive to understand how you can assist them. Pay attention to ''how'' people tell you things, instead of just listening to ''what'' people tell you. | ||
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Some mismatches can’t be resolved on the business expert level; they need decisions by managers. We’ll discuss that in the following sections. | Some mismatches can’t be resolved on the business expert level; they need decisions by managers. We’ll discuss that in the following sections. | ||
==Practical | ==Practical tips== | ||
'''Explain [[capability]] modelling.''' | '''Explain [[capability]] modelling.''' | ||
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'''Help your co-creator dive deep.''' | '''Help your co-creator dive deep.''' | ||
The first answers you get when interviewing someone seldom give the full picture. Some topics are considered too obvious to bring up, but avoiding them can be a costly mistake. Ask [[powerful questions]] to help your co-creator dive deeper. | The first answers you get when interviewing someone seldom give the full picture. Some topics are considered too obvious to bring up, but avoiding them can be a costly mistake. Ask [[Powerful_Questions|powerful questions]] to help your co-creator dive deeper. | ||
'''Deal with individual concerns.''' | '''Deal with individual concerns.''' | ||
Business experts are often working in silos and may prioritise their own concerns over those of their [enterprise]]. Make inconsistencies between individual and [[enterprise]]-wide concerns visible, but don’t judge between options. | Business experts are often working in silos and may prioritise their own concerns over those of their [[enterprise]]. Make inconsistencies between individual and [[enterprise]]-wide concerns visible, but don’t judge between options. | ||
'''Depict shared understanding.''' | '''Depict shared understanding.''' | ||
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*[[Walking Your Talk|#18: Walking Your Talk]] | *[[Walking Your Talk|#18: Walking Your Talk]] | ||
*[[Depicting Shared Understanding|#30: Depicting Shared Understanding]] | *[[Depicting Shared Understanding|#30: Depicting Shared Understanding]] | ||
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Latest revision as of 14:52, 13 September 2025
Capability Modelling Guidelines | How to use Capabilities to Align Investments with Purpose
Involve business experts
Before engaging with your co-creators, you've taken the time to review what's already been designed and documented across different roles. Reference models from your industry, along with internal materials, have helped deepen your understanding of the business. They’ve also raised new questions and highlighted deeper issues, revealing gaps and flaws in the current organisation and Enterprise Design.
Now the real work begins: untangling that mess together with the people who understand how things actually function day to day. Co-designing a meaningful capability model isn’t something you do alone—it relies on tapping into the collective experience and insight across the organisation. It’s through this collaborative process that strong, practical Enterprise Designs emerge.
Typical interview questions for modelling as-is capabilities
When interviewing a business expert, your goal is to understand what their part of the organisation does, what it should be doing, and how effectively it’s performing those functions. Asking the right questions helps surface valuable insights into current capabilities—and gives you the input you need to build an accurate as-is capability model.:
- What are the core objectives of your organisational unit?
- What are the key capabilities of our enterprise / your department?
- What would customers, suppliers and partners say they are?
- What are the most critical outputs of your team? Who are the recipients of these outputs?
- What inputs does your team require from other teams?
- Can you walk me through the key activities of your organisational unit?
- What specialised skills does your team possess that are crucial for its activities?
- What specialised assets (like IT applications or machines) does your team need for its activities?
Validate your understanding: periodically summarise what you've heard to ensure accuracy. Clarify terms by asking questions like: 'What do you mean by X? Can you give me an example?' Take detailed notes and capture key terms in the glossary.
Assess as-is capabilities
When you interview business experts about the current state, many will naturally start sharing ideas for how things could be improved. After all, it’s not every day someone takes the time to really listen. Use that momentum—capture their suggestions and future-facing ideas by asking questions like:
- What are the strengths of your current capabilities?
- Are there any bottlenecks or constraints that limit your operations?
- What are the major pain points you're currently facing? What opportunities do you see for improvement?
- What capabilities, if any, are underperforming or missing?
- What’s the reason for an underperforming capability? People’s talent, process or technology?
- How scalable are your current operations if demand increases?
- To what extent are these capabilities documented, standardised, and repeatable?
Sketch as-is capabilities
To understand the capabilities of the entire enterprise, you will need to speak with multiple business experts, each bringing their own perspective. Use pen and paper or a digital sketching tool during the interviews to help each expert articulate their view in the form of a heat-mapped capability model for their area of the business.
Begin with an initial Capability Map based on your exploration of existing content and domain-specific reference models. Extend and update this map after each interview to reflect your evolving understanding. Maintain a working version that represents your own interpretation of the current capability landscape, using a simple colour-coding system to indicate overall performance. If a capability is assessed inconsistently by different experts, mark it with a '?' to highlight areas that require further investigation in future iterations.
Example: Work in progress Capability map of Intersection Railways after running the interviews with some business experts
Create trust and start building a coalition for change
The mess of existing enterprises has been created by people with their individual interests and often siloed designs. It needs people working together to iteratively untangle the messes in the direction of a coherent enterprise. Redesigning the enterprise often triggers concerns among employees about losing influence or having to transition into new roles. Such apprehensions are natural and can sometimes slow down progress. Those feelings can escalate into arguments, which can build resentment and ultimately stall progress. The most challenging aspect of co-creating a Capability Map is learning to collaborate with others who are experiencing these difficult emotions. Creating a Capability Map with business experts is first and foremost a social effort and requires empathy and strong communication skills. Your co-creators must feel that you genuinely care about their goals and concerns and take a personal interest in them to build the trust necessary for open communication. Listen actively to understand the pains and intentions of business experts and strive to understand how you can assist them. Pay attention to how people tell you things, instead of just listening to what people tell you.
Resolve conflicts
There's no single right view on the as-is capabilities, only subjective perspectives. With each interview, you will gain a deeper understanding of the enterprise and the concerns of business experts. Thereby, you will reveal more and more inconsistencies and mismatches between the subjective views of your interview partners. Iterate by inviting people with different perspectives and try to mediate between them to find the common ground - an agreement on capability boundaries, names and descriptions.
Some mismatches can’t be resolved on the business expert level; they need decisions by managers. We’ll discuss that in the following sections.
Practical tips
Explain capability modelling.
Some experts may not be familiar with the concept. Briefly explain the purpose and how their input contributes.
Help your co-creator dive deep.
The first answers you get when interviewing someone seldom give the full picture. Some topics are considered too obvious to bring up, but avoiding them can be a costly mistake. Ask powerful questions to help your co-creator dive deeper.
Deal with individual concerns.
Business experts are often working in silos and may prioritise their own concerns over those of their enterprise. Make inconsistencies between individual and enterprise-wide concerns visible, but don’t judge between options.
Depict shared understanding.
Use visuals when running the interviews. Drawing out a process or proposed capabilities helps to clarify understanding.
Stay neutral.
We need to be open to the variations of truth that exist. Be the one without an opinion so that the co-creators can weigh all the options. Help them to reveal subjective reality.
Invite business experts to term clarification workshops.
Working together is challenging when business experts use different languages and thereby perceive the world in different ways. Linguistic insecurity is a source of avoidable conflicts and hinders progress. Inviting business experts to regular term clarification workshops and co-creating a widely established glossary makes the capability modelling process smoother and faster.
Related Patterns
- #3: Coalition Building
- #12: Human Interest
- #13: Nurtured Trust
- #14: Powerful Questions
- #15: Listening to Understand
- #16: Hint
- #17: Tangible Presence
- #18: Walking Your Talk
- #30: Depicting Shared Understanding
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