In building business capability, organisational strategies typically have a number of streams:
*Customer engagement *Building future capabilities *Simplification *Innovation *Digital transformation.

Taking those themes and cascading them through the organisations various functions and activities in a coordinated way is not easy.  The approach that you take to implement the various themes will depend on the priorities.

For example, if you are looking at building customer engagement, these questions need to be answered;
*How do you deepen existing customer relationships through new ways of interacting?
*How do you deliver value and minimizing risk?  

It may mean that you need to develop new products, services and business processes. To do that you need specific capabilities. The capabilities that you have today, may not be the capabilities that you need for tomorrow.


If you are looking to simplify the key enablers of your business (such as the technology and applications that are used). One approach is to reduce the number of applications in use. Streamline infrastructure and reporting.


If innovation is the key theme, you need to be able to think outside of the box.  That could involve working with partners and customers. Allowing you to create the operational environment, tools and techniques that meet everyone’s needs.


Building business capability can be confusing and frustrating.  But it doesn’t need to be that way.  By starting with a high level current capability model you can determine what you have today. From there you can determine how each capability will be impacted by the strategic themes. 

It’s all about making sure you have the controls you need today and have the capability to navigate tomorrow. The rate of change is rapid! It is not going to change.  We are seeing rapid change in technology application, regulation and digital threats.

Do you understand and have insight into the capabilities you have and need?  If not, I can help, email me at for more information.