If looked through the Lens of the theoretical basis for Business Capability Modelling, namely the "Resource-based View" (RBV) of the firm, this just about holds together as a very basis guide. Strongly recommend to anyone using, or looking to use Business Capabilities to get a good grounding in the RBV first. The theory is at least 80 years old! To give an example, the "capability components" they mention are the resources that, when combined, create the Business Capability (the sum being greater than the parts). And against each resource, you can analysis the 'resource capability', i.e. the capability inherent within the resource, e.g. people capability decomposes to skills, knowledge and experience, and provides a bridge into role, job and OD design. There is also no mention of 'core competencies', i.e. the individual or groups of Business Capabilities that create a sustainable competitive advantage, a major pillar of RBV.
Here is the link to the Guide: Business Capabilities - www2.opengroup.org/ogsys/catalog/G161 This Guide answers some important questions about what a business capability is and how it is being used to enhance business analysis and planning.
I am not surprised that the biggest criticism around Enterprise ARchitecture these days is that it is all theories and very little application to help the business. I work in a medium sized company and could not care less about theories. I need easily adoptable tools that help our company perform better
If looked through the Lens of the theoretical basis for Business Capability Modelling, namely the "Resource-based View" (RBV) of the firm, this just about holds together as a very basis guide. Strongly recommend to anyone using, or looking to use Business Capabilities to get a good grounding in the RBV first. The theory is at least 80 years old! To give an example, the "capability components" they mention are the resources that, when combined, create the Business Capability (the sum being greater than the parts). And against each resource, you can analysis the 'resource capability', i.e. the capability inherent within the resource, e.g. people capability decomposes to skills, knowledge and experience, and provides a bridge into role, job and OD design. There is also no mention of 'core competencies', i.e. the individual or groups of Business Capabilities that create a sustainable competitive advantage, a major pillar of RBV.
good point Tim, they did not mention the core competencies
Guys, You did not make it clear how to build the capability map.
Dear Friends, I have a question:
1/ the EA describe enterprise strategy and the business architecture describe business strategy, right?
Dear friends,
I have 1 question: 1/ an enterprise architecture Team will consist of what members?, role of each member?. Thank you.
In the Capability Model Level 1, Why "IT Management" is not strategic? Or, where would innovation management be?
Please help me find the guide. I have searched quite a bit and simply can't find the download link.
Here is the link to the Guide: Business Capabilities -
www2.opengroup.org/ogsys/catalog/G161 This Guide answers some important questions about what a business capability is and how it is being used to enhance business analysis and planning.
Don't waste your time. They have no idea what they're talking about. You will be completely mislead and fail miserably if you follow this advice.
Simple concept made complicated with wordy documents and specs!
truth
Detailed explanation is cool
I am not surprised that the biggest criticism around Enterprise ARchitecture these days is that it is all theories and very little application to help the business.
I work in a medium sized company and could not care less about theories. I need easily adoptable tools that help our company perform better
Disappointed about the voice quality
I actually wish I couldn't hear them at all, since everything they said is completely wrong.
@@doctari1061 Could you please show us the right one?