BEST PRACTICES TO DEFINE
Business Capability Maps
STRATEGIC
MANAGEMENT
Strategy Development
Develop Vision/Mission
Define Strategy
Track Strategy
Adapt Strategy
Manage Strategy
Organization Development
Coordinate Process Strategy
Plan Long Term
Develop Organization Goals
Strategize Business Unit
Mergers & Acquisitions
Manage M&A Strategy
Manage M&A
Track Acquisitions
Manage M&A Integration
Manage Core Business
Evaluate Existing Products
Manage Bus. Performance & Ops
Coordinate Projects
Manage Projects
Innovation & Technology
Management
Scout Trends
Manage External Innovation
Manage Internal Innovation
Manage Innovation Process
Track Innovation
Externals Management
Evaluate & Select
Maintain Contracts
Monitor Performance
Manage Payments
Terminate Contracts
Strategic Business Initiatives
Develop Strategic Initiatives
Evaluate Strategic Initiatives
Select Strategy
Establish High-Level Measures
Business Concept
External Assesment
Market Surveys
Internal Analysis
Concept Establishment
Restructure Organization
BEST PRACTICES
CUSTOMER PRODUCT & SERVICE PRODUCTION PROCUREMENT ENTERPRISE MARKETING FINANCE &
RELATIONSHIPS DEVELOPMENT & LOGISTICS SUPPORT & SALES CONTROLLING Business capability modeling is a technique for
the representation of an organization’s business
Customer Management Engineering Production Design Purchasing IT Management Sales Controlling
anchor model independent of the organization’s
& Planning
Manage Purchase Requirements
structure, processes, people or domains.
Identify Customer Manage Requirements IT Strategy Management Quality Opportunity Business Planning
Manage Production Requirements
Manage Customer Design Products Manage Purchase Order EA Management Manage Client Cost Accounting
Define Production Process
Manage Customer Hierarchy Conceptualization Manage Purchase Catalogue IT Service Management Advise Client Forecasting Don’t overlap
Define Production Site
Manage Community Construction Tendering Application Management Create Specific Offer Good capabilities do not overlap; they are
Plan Material Requirements
Manage Customer Manage Purchase Requisition Technology Management Negotiate Offer Payroll
mutually exclusive. A good test is to check
Manage Org. Context
Manage Waste Disposal
Approve & Transmit Order IT Project Management Create ERP whether you can assign Level 2 capabilities
Quality Management Time Stamp Report
Manage Purchase Procedure
without ambiguity.
Test Initial Quality Manage Trials Manage Payment
Production Steering Manage Category
Contact Management Track Quality Workforce Management Process Taxes
Retrieve Product Information
Outbound Contact Manage Debbuging Deploy Workforce Demand & Offer
Monitor Production Process
Define “What”; not “How”
Inbound Contact Manage Product Document Sourcing Management
Workforce Planning Treasury Business capabilities encapsulate what
Localize Product Identity Customer
Classify Demand Define Sourcing Strategy Manage Work Order Foreign Exchange Management a business is doing right now and what it
Bill of Material Management Manage Customer Profile
Route Contact R&D Define Sourcing Requirements Financial Risk Management must be doing to meet current and future
Deliver Product Manage Customer Hierarchy
Contact Interaction Manage Product Portfolio Manage Sourcing Tender Process Information Management Cash Management challenges.
Manage Interaction Decide On Sourcing Manage Community
Manage Innovation Define Reports and KPIs
Production Order Manage Customer
Manage Patent Gather Data Settlements & Payments
Management
Customer Scoring Manage R&D Process Logistics Management
Manage Org. Context Long-term stability
Process Data Account Payables
Plan Supply Quantity Identify New Channels Properly defined business capabilities are
Define Customer Risks Manage Returns Illustrate Data Travel & Expense Management
Plan Production Orders fairly stable over time, persisting throughout
Manage Customer Risks Requirements Definition Manage Logistic Order Govern Data
Manage Order Validiy
Billing any organizational changes. Only major
Check Credit-Worthiness Manage Transportation Customer Success
Evaluate Existing Products
Plan Production Program Management
Revenue Cycle Management business model updates should affect them.
Review Demand Manage Demand Forecast Knowledge & Research
Pre-production Planning Manage Customer Onboarding
Order Management Manage Materials Management
Increase Customer Lifetime Value Tax Management
Validate Order Require Distribution Supplier Contact Manage Knowledge
Handle Trading
Cross-organizational
Machine Management Avoid Customer Churn
Track Order
Management Manage Research Don’t focus too much on business units.
Define Plans for Customer Upsell Tax Settlements
Manage Containers
Bundle Order
Manage Supplier Collaboration Manage Tech Scanning Capabilities should remain the same and
Method Development Manage Upsells Tax Returns Mgmt.
Handle Dangerous Goods be independent of the current structure
Manage Supplier Registration
Steer Order Define Method Tax Planning Strategies
Fetch Material
Classify Supplier Offer
Terminate Contracts of the organization.
Cancel Order Enterprise Risk
Validate Method Tax Determination
Manage Material Requirements
Manage Supplier Contact Routing Management
Refine Method Manage Tax Questionnaire
Manage Incoming Materials Marketing & Sales
Manage Compliance
Complaint Management Execute Method Development 7 to 10 capabilities in top level
Supplier Contract Manage Fraud
Manage Contract Define M & S Requirements Asset Management The highest level capabilities should be a
Maintenance Management Manage Insurance
Negotiate Contract Product & Service Delivery Monitor Channels Investment Planning complete description of your business. Aim
Plan Maintenance Negotiate Supplier Contract Manage Security
Manage Frame-Contract Schedule Production Develop M&S Channels
to make your categories reflect key aspects
Decommissioning
Handle Spare Parts Enact Supplier Contract Business Continuity
Manage Product Usage
of what the business actually does.
Manage Production Develop M&S Messages Asset Performance Mgmt
Recognize & Recover Failure Manage Supplier Contract
Define Customer Value
Test Quality Performance Manage Asset Lifecycle
Manage Maintenance Plan Manage Supplier Frame Contract
Enterprise Effectiveness & Proposition
SLA Management Manage Product Traceability
Project Management Breadth rather than depth
Define Marketing Budget
Track & Report SLA Breaches Accounting
Change Management Warehouse Management Manage Portfolio The highest-level capabilities should be a
Manage SLA Violations Production Preparation
Manage Deviation Allowance Material Disposition Manage Programs Manage General Ledger complete description of your business. Aim to
Align Resources
Analyze Deviations Develop Projects Enterprise Consolidation make these categories reflect key aspects of
Restocking
Procure Materials & Services Cost Accounting what the business actually does.
Access Deviations Packaging
Select Suppliers & Developers External Reporting
Plan & Execute Deviations Manage Claims Human Resources
Master Production Schedule Management Performance Reporting
Trace Deviations Shipping
Manage Employee Inventory Valuation
Accepted by all stakeholders
Manage Inventory
The goal of business capabilities is that they
Market Testing Manage Payroll Investor Relations
Infrastructure Management Commissioning become a common basis for discussion and
Market Survey HR Policies & Processes
Plan & Control Construction Goods Receipt & Service Entry planning. Take every opportunity to anchor
Recruiting
Analyze Customer Intelligence
Operate Site Infrastructure your organization’s processes to the model.
Evaluate Market Opportunities Manage Talents
Build Site Infrastructure
Establish Measures
Manage Location Restrictions
Legal Linking strategy & execution
Corporate Governance Policies Involve those who define the strategies
Preventive Law Program Dev.
when creating your map. Consider strategy
as one input when defining your business
Ensure Compliance
capabilities on the highest level.
www.leanix.com