Capability mapping: Difference between revisions
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'''[[Capability]] mapping''' answers question how business is reaching its capabilities. Capabilities are happening through processes so that capability mapping also describes processes, relations between them and their functions. Going from top level, it is analysis about components, services, systems and resources. Zhu P. defines seven levels of [[business capabilities]]<ref>Zhu P. (2015)</ref>: | '''[[Capability]] mapping''' answers question how business is reaching its capabilities. Capabilities are happening through processes so that capability mapping also describes processes, relations between them and their functions. Going from top level, it is analysis about components, services, systems and resources. Zhu P. defines seven levels of [[business capabilities]]<ref>Zhu P. (2015)</ref>: | ||
# Scope, | # Scope, | ||
| Line 23: | Line 8: | ||
# KPIs and measurements, | # KPIs and measurements, | ||
== 5W1H questions in capability mapping == | ==5W1H questions in capability mapping== | ||
Below questions refers to six different aspects of mapping capability<ref>Yang K., Ge B. Zhao Q., Jiang J. (2013) p. 89-90</ref>: | Below questions refers to six different aspects of mapping capability<ref>Yang K., Ge B. Zhao Q., Jiang J. (2013) p. 89-90</ref>: | ||
# '''Why''' refers to the '''rule''', | # '''Why''' refers to the '''rule''', | ||
| Line 32: | Line 17: | ||
# '''How''' refers to the '''function'''. | # '''How''' refers to the '''function'''. | ||
== Capability mapping process == | ==Capability mapping process== | ||
Four main objectives of capability mapping process are: entities, relationships, attributes and rules. General steps are<ref>Yang K., Ge B. Zhao Q., Jiang J. (2013), p. 90</ref>: | Four main objectives of capability mapping process are: entities, relationships, attributes and rules. General steps are<ref>Yang K., Ge B. Zhao Q., Jiang J. (2013), p. 90</ref>: | ||
* '''Collection''' of data, | * '''Collection''' of data, | ||
| Line 45: | Line 30: | ||
# Last step, after mapping system function to systems, is mapping as well capabilities to '''system'''. | # Last step, after mapping system function to systems, is mapping as well capabilities to '''system'''. | ||
== Capability gap analysis == | ==Capability gap analysis== | ||
When there are gaps in the system, they might identified with three below approaches<ref>Yang K., Ge B. Zhao Q., Jiang J. (2013) p. 94</ref>: | When there are gaps in the system, they might identified with three below approaches<ref>Yang K., Ge B. Zhao Q., Jiang J. (2013) p. 94</ref>: | ||
# '''There''' '''is''' '''no''' '''capability''', for example system functions does not support operational activity, | # '''There''' '''is''' '''no''' '''capability''', for example system functions does not support operational activity, | ||
| Line 51: | Line 36: | ||
# '''Lack''' '''of''' '''proficiency''' '''in''' '''current''' '''capability''', for example overlap of functions in the system understood as unnecessary duplication. | # '''Lack''' '''of''' '''proficiency''' '''in''' '''current''' '''capability''', for example overlap of functions in the system understood as unnecessary duplication. | ||
== Organisational capability development == | ==Organisational capability development== | ||
Capability mapping might be also related to more elements of '''organisational''' '''structure'''. It is the middle step between [[market]] analysis plus its results and principles, culture, values, routines, processes, systems, resources of the [[company]]<ref>Gusberti T. D. H., Viegas C., Echeveste M. E. S. (2013), p. 134-136</ref>. | Capability mapping might be also related to more elements of '''organisational''' '''structure'''. It is the middle step between [[market]] analysis plus its results and principles, culture, values, routines, processes, systems, resources of the [[company]]<ref>Gusberti T. D. H., Viegas C., Echeveste M. E. S. (2013), p. 134-136</ref>. | ||
{{a|Ewelina Gał}} | {{a|Ewelina Gał}} | ||
| Line 58: | Line 43: | ||
==Examples of Capability mapping== | ==Examples of Capability mapping== | ||
# ''' Strategic process mapping''': This is a type of capability mapping used in business strategy and planning. It helps to identify and understand the resources, processes and systems that are necessary for the successful execution of an organization's strategy. | # ''' Strategic process mapping''': This is a type of capability mapping used in business [[strategy]] and [[planning]]. It helps to identify and understand the resources, processes and systems that are necessary for the successful execution of an [[organization]]'s strategy. | ||
# ''' Business process mapping''': This is a type of capability mapping that is used to map out the steps and tasks involved in a business process. This helps to identify potential areas of improvement and areas of risk. | # ''' [[Business process mapping]]''': This is a type of capability mapping that is used to map out the steps and tasks involved in a business process. This helps to identify potential areas of improvement and areas of [[risk]]. | ||
# ''' Technology capability mapping''': This is a type of capability mapping that looks at the current and future technology capabilities of an organization. It helps to identify areas where the organization needs to invest in technology in order to reach its goals. | # ''' Technology capability mapping''': This is a type of capability mapping that looks at the current and future technology capabilities of an organization. It helps to identify areas where the organization [[needs]] to invest in technology in order to reach its goals. | ||
# ''' Organizational capability mapping''': This is a type of capability mapping that looks at the current and future capabilities of an organization. It helps to identify areas where the organization needs to focus in order to achieve its goals. | # ''' Organizational capability mapping''': This is a type of capability mapping that looks at the current and future capabilities of an organization. It helps to identify areas where the organization needs to focus in order to achieve its goals. | ||
# ''' Value chain mapping''': This is a type of capability mapping that looks at how different parts of a business interact and create value. It helps to identify areas where the business needs to invest in order to maximize value. | # ''' Value chain mapping''': This is a type of capability mapping that looks at how different parts of a business interact and create value. It helps to identify areas where the [[business needs]] to invest in order to maximize value. | ||
# ''' Risk capability mapping''': This is a type of capability mapping that looks at an organization's risks and the capabilities that are needed to manage them. It helps to identify areas where the organization needs to invest in order to manage its risks. | # ''' Risk capability mapping''': This is a type of capability mapping that looks at an organization's risks and the capabilities that are needed to manage them. It helps to identify areas where the organization needs to invest in order to manage its risks. | ||
# ''' Customer capability mapping''': This is a type of capability mapping that looks at the current and future capabilities of an organization from a customer perspective. It helps to identify areas where the organization needs to invest in order to meet customer needs. | # ''' [[Customer]] capability mapping''': This is a type of capability mapping that looks at the current and future capabilities of an organization from a customer perspective. It helps to identify areas where the organization needs to invest in order to meet [[customer needs]]. | ||
==Advantages of Capability mapping== | ==Advantages of Capability mapping== | ||
Capability mapping is a powerful tool that can help a business identify and utilize its core capabilities to reach its stated goals. It can help a business gain a better understanding of its strengths and weaknesses, allowing it to make better informed decisions and improve operational efficiency. Some of the advantages of capability mapping are: | Capability mapping is a powerful tool that can help a business identify and utilize its core capabilities to reach its stated goals. It can help a business gain a better understanding of its strengths and weaknesses, allowing it to make better informed decisions and improve operational [[efficiency]]. Some of the advantages of capability mapping are: | ||
* It provides an overview of the current capabilities of a business, allowing it to plan and adjust accordingly. | * It provides an overview of the current capabilities of a business, allowing it to [[plan]] and adjust accordingly. | ||
* It is a great way to identify strengths and weaknesses in the organization, allowing the business to make adjustments in order to capitalize on its strengths and address its weaknesses. | * It is a great way to identify strengths and weaknesses in the organization, allowing the business to make adjustments in order to capitalize on its strengths and address its weaknesses. | ||
* It helps a business develop an action plan to reach its stated goals. | * It helps a business develop an [[action]] plan to reach its stated goals. | ||
* It is a useful tool for identifying areas where the business can leverage its resources and capabilities to gain a competitive advantage. | * It is a useful tool for identifying areas where the business can leverage its [[resources and capabilities]] to gain a [[competitive advantage]]. | ||
* It helps a business identify potential future opportunities and threats, allowing it to plan ahead and minimize risk. | * It helps a business identify potential future [[opportunities and threats]], allowing it to plan ahead and minimize risk. | ||
* It helps a business develop a strategy for achieving its desired outcomes. | * It helps a business develop a strategy for achieving its desired outcomes. | ||
==Limitations of Capability mapping== | ==Limitations of Capability mapping== | ||
* One of the limitations of capability mapping is that it requires a significant amount of resources, including both personnel and financial investments. The process of mapping capabilities requires detailed analysis of the existing processes, which requires a lot of time and effort. | * One of the limitations of capability mapping is that it requires a significant amount of resources, including both personnel and financial [[investments]]. The process of mapping capabilities requires detailed analysis of the existing processes, which requires a lot of time and effort. | ||
* Another limitation is that capability mapping is a static process. It is unable to capture changes in the environment, processes, and technologies over time. This means that the map needs to be frequently updated in order to remain accurate. | * Another limitation is that capability mapping is a static process. It is unable to capture changes in the [[environment]], processes, and technologies over time. This means that the map needs to be frequently updated in order to remain accurate. | ||
* A third limitation is that capability mapping can be difficult to interpret. The maps can be complex and difficult to understand, making it difficult for stakeholders to comprehend the information. | * A third limitation is that capability mapping can be difficult to interpret. The maps can be complex and difficult to understand, making it difficult for [[stakeholders]] to comprehend the information. | ||
* Finally, capability mapping is only as useful as the data it is based on. If the data is inaccurate or incomplete, the map will be inaccurate and useless. | * Finally, capability mapping is only as useful as the data it is based on. If the data is inaccurate or incomplete, the map will be inaccurate and useless. | ||
==Other approaches related to Capability mapping== | ==Other approaches related to Capability mapping== | ||
* '''Business Process Reengineering (BPR)''': This is the practice of analyzing existing business processes and finding ways to improve them. It looks at the whole process and identifies opportunities for cost savings and increased efficiency. | * '''Business Process [[Reengineering]] (BPR)''': This is the practice of analyzing existing business processes and finding ways to improve them. It looks at the whole process and identifies opportunities for [[cost]] savings and increased efficiency. | ||
* '''Process Automation''': This is the use of technology to reduce manual labor and automate processes. It can involve using software to automate tasks and processes, or using robots and other machines to do the same. | * '''Process Automation''': This is the use of technology to reduce manual labor and automate processes. It can involve using software to automate tasks and processes, or using robots and other machines to do the same. | ||
* '''Business Process Management (BPM)''': This is the practice of managing processes within an organization. It involves setting goals, measuring performance, and ensuring that processes are followed. | * '''Business Process [[Management]] (BPM)''': This is the practice of managing processes within an organization. It involves setting goals, measuring performance, and ensuring that processes are followed. | ||
* '''Strategic Planning''': This is the practice of making long-term plans for the organization. It involves setting business goals, analyzing the current state of the business, and developing strategies to achieve those goals. | * '''[[Strategic planning|Strategic Planning]]''': This is the practice of making long-term plans for the organization. It involves setting business goals, analyzing the current state of the business, and developing strategies to achieve those goals. | ||
* '''Organizational Change Management''': This is the practice of managing people, technology, and processes within an organization to ensure successful implementation of change. It involves analyzing the impact of change on employees and stakeholders, developing plans to manage the change, and providing support and training. | * '''Organizational [[Change management|Change Management]]''': This is the practice of managing people, technology, and processes within an organization to ensure successful [[implementation of change]]. It involves analyzing the impact of change on employees and stakeholders, developing plans to manage the change, and providing support and [[training]]. | ||
In conclusion, capability mapping is a way to analyze existing processes and resources to identify areas of improvement. Other approaches such as Business Process Reengineering, Process Automation, Business Process Management, Strategic Planning and Organizational Change Management can also be used to ensure that organizations are reaching their capabilities. | In conclusion, capability mapping is a way to analyze existing processes and resources to identify areas of improvement. Other approaches such as [[Business process reengineering|Business Process Reengineering]], Process Automation, [[Business process management|Business Process Management]], Strategic Planning and [[Organizational change|Organizational Change]] Management can also be used to ensure that organizations are reaching their capabilities. | ||
==Footnotes== | ==Footnotes== | ||
<references /> | <references /> | ||
== References == | {{infobox5|list1={{i5link|a=[[Importance of strategic management]]}} — {{i5link|a=[[Definition of controlling]]}} — {{i5link|a=[[Business architecture]]}} — {{i5link|a=[[Benefits of strategic management]]}} — {{i5link|a=[[Strategy of the organization]]}} — {{i5link|a=[[Strategic control]]}} — {{i5link|a=[[Strategic management]]}} — {{i5link|a=[[Business motivation model]]}} — {{i5link|a=[[Strategic planning functions]]}} }} | ||
* Gusberti T. D. H., Viegas C., Echeveste M. E. S. (2013), [https://www.lume.ufrgs.br/bitstream/handle/10183/109034/000917524.pdf?sequence=1 ''Organisational capability development analysis for technology conversion into processes, products and services''] in "Journal of [[Technology]] and [[Innovation]] volume 8 issue 4", Brazil | |||
==References== | |||
* Gusberti T. D. H., Viegas C., Echeveste M. E. S. (2013), [https://www.lume.ufrgs.br/bitstream/handle/10183/109034/000917524.pdf?sequence=1 ''Organisational capability development analysis for technology conversion into processes, products and services''] in "Journal of [[Technology]] and [[Innovation]] volume 8 issue 4", Brazil | |||
* Yang K., Ge B. Zhao Q., Jiang J. (2013), [http://www.syssci.ac.cn/EN/article/downloadArticleFile.do?attachType=PDF&id=10 ''An Architectural Approach for Capability Mapping and Gap Analysis''] in "Journal of Systems Science and [[Information]] Dec., 2013, Vol. 1, No. 1, pp. 86-96" | * Yang K., Ge B. Zhao Q., Jiang J. (2013), [http://www.syssci.ac.cn/EN/article/downloadArticleFile.do?attachType=PDF&id=10 ''An Architectural Approach for Capability Mapping and Gap Analysis''] in "Journal of Systems Science and [[Information]] Dec., 2013, Vol. 1, No. 1, pp. 86-96" | ||
* Zdravkovic J., Stirna1 J., Grabis J. (2017), [https://csimq-journals.rtu.lv/article/download/csimq.2017-10.01/963 ''A Comparative Analysis of Using the Capability Notion for Congruent Business and Information Systems Engineering''], Complex Systems Informatics and Modeling Quarterly, CSIMQ, no. 10, pp. | * Zdravkovic J., Stirna1 J., Grabis J. (2017), [https://csimq-journals.rtu.lv/article/download/csimq.2017-10.01/963 ''A Comparative Analysis of Using the Capability Notion for Congruent Business and Information Systems Engineering''], Complex Systems Informatics and Modeling Quarterly, CSIMQ, no. 10, pp. 1-20 | ||
* Zhu P. (2015), ''Digital Master: Debunk the Myths of [[Enterprise]] Digital Maturity'', Lulu Press | * Zhu P. (2015), ''Digital Master: Debunk the Myths of [[Enterprise]] Digital Maturity'', Lulu Press | ||
Latest revision as of 17:52, 17 November 2023
Capability mapping answers question how business is reaching its capabilities. Capabilities are happening through processes so that capability mapping also describes processes, relations between them and their functions. Going from top level, it is analysis about components, services, systems and resources. Zhu P. defines seven levels of business capabilities[1]:
- Scope,
- Alignment,
- Design,
- Execution,
- Governance,
- Power people,
- KPIs and measurements,
5W1H questions in capability mapping
Below questions refers to six different aspects of mapping capability[2]:
- Why refers to the rule,
- What refers to the product,
- Where refers to the container,
- Who refers to the role,
- When refers to the event,
- How refers to the function.
Capability mapping process
Four main objectives of capability mapping process are: entities, relationships, attributes and rules. General steps are[3]:
- Collection of data,
- Defining functions of objects,
- Establishing relationships between objects,
- Setting rules, principles and guidelines.
Capability mapping process to reach properly working system is top-down approach. It is covered within five main "mappings"[4]:
- Setting the mission ,
- Mapping capabilities to operational activities,
- Mapping operational activities to system functions,
- Mapping system functions to systems,
- Last step, after mapping system function to systems, is mapping as well capabilities to system.
Capability gap analysis
When there are gaps in the system, they might identified with three below approaches[5]:
- There is no capability, for example system functions does not support operational activity,
- Current capability should be reviewed, for example functionality is partly provided,
- Lack of proficiency in current capability, for example overlap of functions in the system understood as unnecessary duplication.
Organisational capability development
Capability mapping might be also related to more elements of organisational structure. It is the middle step between market analysis plus its results and principles, culture, values, routines, processes, systems, resources of the company[6].
Author: Ewelina Gał
Examples of Capability mapping
- Strategic process mapping: This is a type of capability mapping used in business strategy and planning. It helps to identify and understand the resources, processes and systems that are necessary for the successful execution of an organization's strategy.
- Business process mapping: This is a type of capability mapping that is used to map out the steps and tasks involved in a business process. This helps to identify potential areas of improvement and areas of risk.
- Technology capability mapping: This is a type of capability mapping that looks at the current and future technology capabilities of an organization. It helps to identify areas where the organization needs to invest in technology in order to reach its goals.
- Organizational capability mapping: This is a type of capability mapping that looks at the current and future capabilities of an organization. It helps to identify areas where the organization needs to focus in order to achieve its goals.
- Value chain mapping: This is a type of capability mapping that looks at how different parts of a business interact and create value. It helps to identify areas where the business needs to invest in order to maximize value.
- Risk capability mapping: This is a type of capability mapping that looks at an organization's risks and the capabilities that are needed to manage them. It helps to identify areas where the organization needs to invest in order to manage its risks.
- Customer capability mapping: This is a type of capability mapping that looks at the current and future capabilities of an organization from a customer perspective. It helps to identify areas where the organization needs to invest in order to meet customer needs.
Advantages of Capability mapping
Capability mapping is a powerful tool that can help a business identify and utilize its core capabilities to reach its stated goals. It can help a business gain a better understanding of its strengths and weaknesses, allowing it to make better informed decisions and improve operational efficiency. Some of the advantages of capability mapping are:
- It provides an overview of the current capabilities of a business, allowing it to plan and adjust accordingly.
- It is a great way to identify strengths and weaknesses in the organization, allowing the business to make adjustments in order to capitalize on its strengths and address its weaknesses.
- It helps a business develop an action plan to reach its stated goals.
- It is a useful tool for identifying areas where the business can leverage its resources and capabilities to gain a competitive advantage.
- It helps a business identify potential future opportunities and threats, allowing it to plan ahead and minimize risk.
- It helps a business develop a strategy for achieving its desired outcomes.
Limitations of Capability mapping
- One of the limitations of capability mapping is that it requires a significant amount of resources, including both personnel and financial investments. The process of mapping capabilities requires detailed analysis of the existing processes, which requires a lot of time and effort.
- Another limitation is that capability mapping is a static process. It is unable to capture changes in the environment, processes, and technologies over time. This means that the map needs to be frequently updated in order to remain accurate.
- A third limitation is that capability mapping can be difficult to interpret. The maps can be complex and difficult to understand, making it difficult for stakeholders to comprehend the information.
- Finally, capability mapping is only as useful as the data it is based on. If the data is inaccurate or incomplete, the map will be inaccurate and useless.
- Business Process Reengineering (BPR): This is the practice of analyzing existing business processes and finding ways to improve them. It looks at the whole process and identifies opportunities for cost savings and increased efficiency.
- Process Automation: This is the use of technology to reduce manual labor and automate processes. It can involve using software to automate tasks and processes, or using robots and other machines to do the same.
- Business Process Management (BPM): This is the practice of managing processes within an organization. It involves setting goals, measuring performance, and ensuring that processes are followed.
- Strategic Planning: This is the practice of making long-term plans for the organization. It involves setting business goals, analyzing the current state of the business, and developing strategies to achieve those goals.
- Organizational Change Management: This is the practice of managing people, technology, and processes within an organization to ensure successful implementation of change. It involves analyzing the impact of change on employees and stakeholders, developing plans to manage the change, and providing support and training.
In conclusion, capability mapping is a way to analyze existing processes and resources to identify areas of improvement. Other approaches such as Business Process Reengineering, Process Automation, Business Process Management, Strategic Planning and Organizational Change Management can also be used to ensure that organizations are reaching their capabilities.
Footnotes
| Capability mapping — recommended articles |
| Importance of strategic management — Definition of controlling — Business architecture — Benefits of strategic management — Strategy of the organization — Strategic control — Strategic management — Business motivation model — Strategic planning functions |
References
- Gusberti T. D. H., Viegas C., Echeveste M. E. S. (2013), Organisational capability development analysis for technology conversion into processes, products and services in "Journal of Technology and Innovation volume 8 issue 4", Brazil
- Yang K., Ge B. Zhao Q., Jiang J. (2013), An Architectural Approach for Capability Mapping and Gap Analysis in "Journal of Systems Science and Information Dec., 2013, Vol. 1, No. 1, pp. 86-96"
- Zdravkovic J., Stirna1 J., Grabis J. (2017), A Comparative Analysis of Using the Capability Notion for Congruent Business and Information Systems Engineering, Complex Systems Informatics and Modeling Quarterly, CSIMQ, no. 10, pp. 1-20
- Zhu P. (2015), Digital Master: Debunk the Myths of Enterprise Digital Maturity, Lulu Press
