Capability Modelling Guidelines | How to use Capabilities to Align Investments with Purpose

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 a clear mandate from senior management early on is critical. Their sponsorship provides not only strategic direction but also the authority and resources you need to move things forward. They can become key allies, helping you navigate political challenges.

Ideally, you are already working closely with senior leadership in a strategy, corporate development, or organisational design role, and they have asked for your help in executing the organisation’s strategy. That is the best-case scenario.

Starting without senior leadership support

In practice, however, that kind of top-down mandate is rare. Capability modelling is still a relatively unfamiliar concept to many working in strategic management. More often, these initiatives begin from the bottom up, typically within IT, where capabilities are seen mainly as a tool for managing the IT landscape rather than as a broader management instrument for strategic and organisational design.

Even so, the approach outlined here can still work. Without senior backing, though, it will take longer and be more difficult. In large organisations, it can take years to build credibility and be recognised as a strategic partner who is actively involved in key decisions. If you are starting with a limited mandate, for example, to strategically manage IT, begin there and build momentum. Eventually, you will encounter questions and decisions that only senior business leaders can answer. Use those moments to open the door by asking your sponsor whether a direct conversation with senior management is possible.

If you do get that opportunity, be ready to tell a clear and compelling story in language that resonates with executives and show how capability modelling supports strategy execution, not just IT management.

Scope the capability modelling initiative

Work with senior leadership to define the scope of the capability modelling initiative. Be clear about the business questions it needs to answer, and position the initiative as one that directly supports top-level strategic goals. Clarify the major strategic objectives (for example, market leadership, digital transformation, cost reduction, or customer centricity) and show how capability modelling will enable them.

Secure a formal mandate from a senior executive, ideally someone at the C-level (CEO, COO, or CFO). This person should champion the initiative, help remove roadblocks, and make it clear to the organisation that the work is essential. Executives want to understand how to move from today’s reality to tomorrow’s goals. Show them how capability modelling helps bridge that gap. Explain how it guides strategic investments across technology, processes, and people—and how it provides the foundation for creating transformation roadmaps, justifying investment decisions, and tracking progress. Highlight how it helps identify and mitigate operational, strategic, and technology risks.

Set up a regular board meeting to steer strategy based on capabilities

To ensure long-term success, involve senior leadership on an ongoing basis. Establish a regular 'Strategy and Capability Board' meeting to oversee the initiative. This group should be empowered to guide key decisions—not only about the capability model itself, but also about its application in practice (for example, in investment planning, transformation initiatives, or restructuring). When senior leadership is actively engaged, capability modelling becomes much more than a documentation exercise; it becomes a strategic management tool that drives alignment, sets priorities, and enables real change across the organisation.

Practical tips

Speak their language.

Senior leaders are typically focused on strategy, outcomes, risks, and financial implications. Translate capability modelling concepts into business terms and connect them directly to strategic outcomes.

Ask them for support in engaging their direct reports.

Senior managers should encourage their direct reports to participate and provide accurate information actively.

Regular brief updates.

Since senior managers are often busy, keep updates concise and focused on progress, key findings, identified risks, and necessary decisions.

Related Patterns

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