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- 14:30, 13 September 2025 Capability Modeling Guidelines: Benchmark As-Is Capabilities LLM Example (hist | edit) [4,904 bytes] Stephan2 (talk | contribs) (Created page with "<small>Capability Modelling Guidelines | How to use Capabilities to Align Investments with Purpose | Benchmark As-Is Capabilities</small> = Seek outside inspiration to overcome the blank page: LLM Example 1= <br> ==Prompt:== ''For central-EU passenger travel, who are my competit...")
- 14:18, 13 September 2025 Capability Modeling Guidelines: Outside Inspiration LLM Example 2 (hist | edit) [3,041 bytes] Stephan2 (talk | contribs) (Created page with "<small>Capability Modelling Guidelines | How to use Capabilities to Align Investments with Purpose | Seek Outside Inspiration to Overcome the Blank Page</small> = Seek outside inspiration to overcome the blank page: LLM Example 1= <br> ==Prompt:== ''Consider a complete capability set of...")
- 14:15, 13 September 2025 Capability Modeling Guidelines: Outside Inspiration LLM Example 1 (hist | edit) [2,471 bytes] Stephan2 (talk | contribs) (Created page with "<small>Capability Modelling Guidelines | How to use Capabilities to Align Investments with Purpose | Seek Outside Inspiration to Overcome the Blank Page</small> = Seek outside inspiration to overcome the blank page: LLM Example 1= <br> ==Prompt:== ''A railway holding company in a central...")
- 11:06, 5 September 2025 Capability Modeling Guidelines: Table of Contents (hist | edit) [2,221 bytes] Stephan2 (talk | contribs) (Created page with "=Capability Modeling Guidelines - Table of Contents= *'''Section 1:''' How to Structure a Capability Map **Designing Capabilities as Organic Modules **Capability Categories **Capability Hierarchy **Capability Modeli...")
- 10:50, 5 September 2025 Capability Modeling Guidelines: Indicate Where to Focus (hist | edit) [3,488 bytes] Stephan2 (talk | contribs) (Created page with "<small>Capability Modeling Guidelines | How to use Capabilities to Align Investments with Purpose</small> =Indicate Where to Focus= A capability focus map is a visualisation of an organisation’s capabilities, indicating the level of attention required for each. It helps you to identify capabilities that are critical for strategic goals and ar...")
- 10:37, 5 September 2025 Capability Modeling Guidelines: Clarify Vision (hist | edit) [6,742 bytes] Stephan2 (talk | contribs) (Created page with "<small>Capability Modeling Guidelines | How to use Capabilities to Align Investments with Purpose</small> =Clarify Vision= After many iterations with your co-creators, you’ve come to an enterprise-wide agreement on how well you perform your current capabilities compared to your competitors. Use this transparency about your strengths and weaknesses to work on your...")
- 10:21, 5 September 2025 Capability Modeling Guidelines: Benchmark As-Is Capabilities (hist | edit) [6,397 bytes] Stephan2 (talk | contribs) (Created page with "<small>Capability Modeling Guidelines | How to use Capabilities to Align Investments with Purpose</small> =Benchmark As-Is Capabilities= You’ve gathered many personal and informal views on the current performance of capabilities from interviews with business experts and leaders. Some assessments may align, while others may differ. In your subsequent iterations with t...")
- 11:12, 4 September 2025 Capability Modeling Guidelines: Deal with Resistance (hist | edit) [5,422 bytes] Stephan2 (talk | contribs) (Created page with "<small>Capability Modeling Guidelines | How to use Capabilities to Align Investments with Purpose</small> =Deal with the Resistance of Middle Managers= Through interviews with business experts, you’ve gained a better understanding of the [organisation|organisation’s]] capabilities and uncovered inconsistencies, overlaps, and conflicts. While some issues can be reso...")
- 10:59, 4 September 2025 Capability Modeling Guidelines: Involve Business Experts (hist | edit) [8,727 bytes] Stephan2 (talk | contribs) (Created page with "<small>Capability Modeling Guidelines | How to use Capabilities to Align Investments with Purpose</small> =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 understandi...")
- 10:44, 4 September 2025 Capability Modeling Guidelines: Top-Down and Bottom-Up Iteration (hist | edit) [6,347 bytes] Stephan2 (talk | contribs) (Created page with "<small>Capability Modeling Guidelines | How to use Capabilities to Align Investments with Purpose</small> =Co-Create Through Top-Down and Bottom-Up Iteration= By exploring industry reference models and existing content, you have gained a basic understandi...")
- 09:23, 4 September 2025 Capability Modeling Guidelines: Get Mandate by Senior Leaders (hist | edit) [5,416 bytes] Stephan2 (talk | contribs) (Created page with "<small>Capability Modeling Guidelines | How to use Capabilities to Align Investments with Purpose</small> =Get Mandate by Senior Leaders= Running a broad capability modelling process has a significant impact across the organisation. It inevitably touches sensitive areas and often triggers political resistance. That is why achieving shared understanding and securing...")
- 09:14, 4 September 2025 Capability Modeling Guidelines: Existing Enterprise Content (hist | edit) [3,372 bytes] Stephan2 (talk | contribs) (Created page with "<small>Capability Modeling Guidelines | How to use Capabilities to Align Investments with Purpose</small> =Explore Existing Enterprise Content= If you’re new to an enterprise and still learning about its business domain, a first priority should be understanding what the organisation actually does today. You need a baseline to judge performance and to start discov...")
- 08:54, 4 September 2025 Capability Modeling Guidelines: Outside Inspiration (hist | edit) [4,614 bytes] Stephan2 (talk | contribs) (Created page with "<small>Capability Modeling Guidelines | How to use Capabilities to Align Investments with Purpose</small> = Seek Outside Inspiration to Overcome the Blank Page= If you are new to an industry, its complexity can be overwhelming, and creating an overview of the major capabilities can be a time-consuming challenge. Seeking outside inspiration as a start can speed-up your...")
- 08:41, 4 September 2025 Capability Modeling Guidelines: How to use Capabilities to Align Investments with Purpose (hist | edit) [2,983 bytes] Stephan2 (talk | contribs) (Created page with "<small>Capability Modeling Guidelines</small> =How to use Capabilities to Align Investments with Purpose= Most enterprises don’t have a vision in a meaningful sense, often only a generic statement that is created and communicated in an ambiguous way. Strategic intent, written in the language of a few visionaries, most often gets lost when the many co-creators try to interpret it in operational ways. Use well-defined purposes as an anchor for your cap...")
- 12:36, 2 September 2025 Capability Modeling Guidelines: Two-Dimensional Layout (hist | edit) [3,897 bytes] Stephan2 (talk | contribs) (Created page with "<small>Capability Modeling Guidelines | How to Structure a Capability Map</small> =Create a Two-Dimensional Layout= A Capability Map is a two-dimensional, one-page, high-level representation of the entire enterprise's capabilities. It should serve as the single master structure, accepted by all co-creators and recognised across the enterprise. This requires careful attentio...")
- 12:02, 2 September 2025 Capability Modeling Guidelines: Clear Names and Descriptions (hist | edit) [5,874 bytes] Stephan2 (talk | contribs) (Created page with "<small>Capability Modeling Guidelines | How to Structure a Capability Map</small> =Ensure Clear Names and Descriptions= You want Capability Maps to be created collaboratively and understood in a broadly consistent way by “everyone.” In a large group, however, a truly shared understanding of the concepts behind terms rarely exists; they are often used and interpreted in surprisingly subjective...")