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Capability Mapping Like a Pro

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Capability Mapping Like a Pro

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Capability mapping is an exercise in defining what your business does well and therefore what it needs to do to succeed. It enables you to further prioritise resources and validate investments.

For more content like this, check out Acorn Labs: https://acornlms.com/enterprise-learning-management

Capability mapping is an exercise in defining what your business does well and therefore what it needs to do to succeed. It enables you to further prioritise resources and validate investments.

For more content like this, check out Acorn Labs: https://acornlms.com/enterprise-learning-management

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Capability Mapping Like a Pro

  1. 1. Capability Mapping How to do it like a pro
  2. 2. What is a capability map? A capability map is a visual outline of the capabilities an organisation currently possesses and the capabilities that should be prioritised to reach a desired future state. The idea is to map your business capabilities against your strategic outcomes.
  3. 3. But what about capability frameworks? A capability map differs from a capability framework (which looks at illustrating skills, knowledge and behaviours) in that it focuses on visualising core business drivers (aka capabilities) by their level of priority in value chains or business functions.
  4. 4. Why capability maps? A capability map provides a more helpful bird’s eye view of how your business works than other visual aids. It keeps the focus on your big picture and aligns internal business processes with people and technology. It’s like a companion for all your other planning, strategy and business documents and allows you to undertake gap analysis more accurately.
  5. 5. Capability Map Levels
  6. 6. Why levels? Business capability maps are usually arranged in a hierarchy to display their granularity. At the highest level, there are a few capabilities that are core to business success, each being followed by a set of complementary capabilities that support them.
  7. 7. L1: Organise the map At this level you are creating a logical way to flesh out and organise your lower levels. It’s common to define business capabilities based on value streams/chains or key functions that take you from conception to market. There’s no ‘ideal’ number of core capabilities at this level.
  8. 8. L2: Develop the map This level gives you the necessary detail to make more informed strategic and resourcing decisions. A key point is that you don’t need the same number of sub-capabilities for every core capability. It’s about the drivers defined as critical to your business.
  9. 9. L3: Gain more insight In most cases, 2-3 levels of sub-capabilities are enough. However, some organisations go deeper. This granularity further ensures the right capabilities are represented at that second level.
  10. 10. L4: Further reinforcement For smaller companies or those undertaking capability mapping for the first time, this level of granularity is usually not needed. It’s more common in mature organisations who may use a capability map from an operational viewpoint.
  11. 11. Capability Map Benefits
  12. 12. Better resource prioritisation A heatmap articulates the changes required for you to get to your future state. It visually determines what capability is the highest priority in terms of maturity, availability or value. Understanding what business capabilities need attention is important to realising the true impact of your map.
  13. 13. Smarter investment decisions All companies, regardless of size, will have to make investment decisions based on their unique alignment of business, people and technology. For your HR arm, a business capability map empowers strategic decision making and visibility. For executives, it shows the return on investment of technology used by employees. (The list goes on.)
  14. 14. Implementing A Capability Map
  15. 15. 1) Build a case for consensus Much like building consensus for other business-related implementations, business capability mapping won’t stick if there isn’t a solid reason for using it. You want to find a common thread or gap in your current business architecture management that affects all and justifies the introduction of a new process.
  16. 16. 2) Generate management buy-in There should be more than one champion in your organisation for a capability map, at multiple levels of your organisation. Buy-in needs to be based upon capability mapping being a pain killer, not just a nice-to-have supplement.
  17. 17. 3) Establish ownership Your champions should also have key parts to play in managing the map for your organisation. Your map owners will manage scope and ensure that there is transparency on the big picture and true collaboration for a fair representation of organisation drivers.
  18. 18. You can learn more about this topic by checking out the full article: https://acornlms.com/enterprise-learning- management/capability-mapping

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