Comment définir la portée et la granularité des cartes de capacités métier ?

Begin by aligning the map with organizational objectives and engaging key stakeholders for diverse perspectives. Identify core business functions, start with high-level domains, and break them down into specific capabilities. Prioritize capabilities based on strategic importance, consider industry standards, and align with business processes. Recognize cross-capability dependencies and maintain a balance between breadth and depth. Regularly review and validate the map with stakeholders, present it visually, and plan for ongoing updates to reflect changes in the business environment. This systematic approach ensures that the capability map serves as a valuable tool for strategic planning and organizational alignment.

Understanding the purpose of capability mapping is fundamental. It's important to identify the specific problem, opportunity, or value you aim to address. one time at work, there was a business capability requested to issue a country-specific Balance Sheet in the existing SAP system, there are some typical approaches to using parallel accounting or the alternative GL plus the country-specific FSV. but eventually, the team analyzed the request and then just to keep the SAP Core clean and purchased a new local reporting software to issue the report, It call the standard report and such approach don't disrupt current process/data, also keep the system clean.

If you are looking to build a Business Capability model, the Business Architecture Guild has many industry reference model for a variety of industries (e.g. Financial, Government, Healthcare...) that can be leveraged to kickstart your practice. Each reference model contains an extensive list of business capabilities with definition that will help you to build the common language.

Validation and insight from business stakeholders is crucial. However… go to them only with a draft map and a chosen framework. There can be so many approaches and nuances to how Capability Mapping is done that all your time with them could go into methodological debates; you don’t want to open that door then. In some cases, you may want to have an upstream discussion with a few thought leaders to make sure your approach isn’t going to trigger a barrage of objections. Discussion with business stakeholders should be about listing what is relevant to their business and confirming that the groupings are acceptable.

Review and iterate… for relatively small changes. The key isn’t to have a perfect map, it is to have one (even if it’s only « good ») to structure strategic discussions and facilitate tracking of your strategy implementation.

A high-quality capability model is principle-based, business function independent, mutually exclusive and collectively exhaustive. Capabilities are building blocks and while they may be categorized by multiple dimensions, the categorization is not part of the taxonomy structure. The easiest way to achieve this is to create capabilities that are focused on the information concepts the business is managing. This way your capability map will be trully MECE. Start with identifying all major business functions and document all information concepts they manage. Then rationalize the list and, for each capability, describe what information is managed as part of the capability lifecycle. Be careful to describe what, not how.