Tag Archives: capability maps

Linking transformation projects to strategic intent

I spent a fascinating morning yesterday with the head of transformation design in a UK government department.  Like most government departments, the transformation is about cutting costs while improving outcomes.  The lever for achieving this is technology – in particular, … Continue reading

Posted in Capabilities, Transformation | Tagged , , , , | 25 Comments

Capability Maps vs Process Maps: Horses for courses

Those who have been following this blog will know that I have devoted four or five entries to the issue of capability maps. Mainly because I have not seen the need for them and because they can obscure the core … Continue reading

Posted in Capabilities, Value chain | Tagged , , , , , , , , | 16 Comments

Value chain, capability chain or operating chain?

Over the last year I have been going round in circles in my thinking about language.   I am convinced that the best place to start when doing operating model work is with a stakeholder map that helps identify the stakeholders … Continue reading

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Working on an operating model

In a recent LinkedIn discussion, Don Hutcheson raised the question of the role of organisation charts in Enterprise Architecture (which for me is just operating model work!) There were some interesting responses, which stimulated me to add this post (edited … Continue reading

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Value chain maps or capability maps?

Posted in Capabilities, Value chain | Tagged , , , , , , , , | 3 Comments

Operating model diagrams

Not many people write simply about a subject like operating models.   So I am reproducing here a blog by Jonathan Hammond of Knadel.  Jonathan does a great job of demistifying the task of generating a good diagram of your operating … Continue reading

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Do small companies have operating models?

The following is stolen from a post by Peter Murchland in a discussion group in LinkeIn’s The Enterprise Architecture Network. Thank you Peter and apologies for the changes I have made to your insightful comments. In a new organisation, the … Continue reading

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