Generating enterprise capabilities in an organization should also be modeled to have a north about what elements should be taken into account to run the business strategy through new business capabilities. Each company could have its own model. Here it will be as generic as possible and simple to avoid falling into complications and can be better understood. It is based in a good measure on TOGAF.

In other words, the idea of this model is to visualize the tactical part of the strategic plan for business executives. For example for these current topics as digital transformation, what elements should we create and above all maintain in time to make the digital transformation a reality? The generation of enterprise capabilities usually responds to a corporate strategic plan that needs to be implemented.

Here what is intended is to illustrate many business architects a north or give them some ideas on how to show or expose their directors, those entrepreneurial initiatives through a “meta-model” of capabilities. In an already real environment for a specific capability, show the specific elements that are necessary for this to be a reality and be sustained in time and that there is the greatest possible awareness on the part of all the actors involved. It is important that this should also be supported by some business cases and other financial elements that may be relevant.


It has been tried to make using the visual elements of ARCHIMATE, because perhaps it is easier to understand when you are going to make the specific model of the capability that a company wants to develop. It may not be the best tool. It remains at the discretion of the reader and his opinion.

One could come to think about developing each of these elements as a business view with their respective points of view to give better shape to everything that implies developing a “Business Capability”.


It has been modeled, but what is it? It is worth the redundancy, it is the capacity of a person, an organization, a value chain, a flow of values, a process, a software component, a platform, a know-how, a know-how, a work team of what we are in the possibility of making or delivering as a company. It is a having attributes (as if they were physical or mental powers) required for the fulfillment of a goal.


Then I remember those who are in the BIZBOK( ):

·         Provide business-centric views of an organization

·         They are usually defined in commercial terms

·         Define What a business does

·         They are stable (depends on how much the business changes)

·         They are defined once for a company (or component thereof)

·         Normally large capabilities break down into more capabilities and these turn into business processes

·         There is a business capability map (a business can have more than one company or be part of one)

·         They are maps to other views of the business

·         An automated capability remains a business capability not a I.T. capability

·         If the team of work or an area cannot define a capability, it is probably not an area as such. Typically here are the business GAPS.


Debatable from every point of view, because in reality it is very difficult to put aside the existing industry models, the large technological platforms and other elements or trademarks already registered or frameworks. This is very based on TOGAF:

·         Organizationally agnostic

·         Technologically agnostic

·         Share a consistent classification structure of strategy, mission and support

·         Initially maintains a limited depth of structure (typically 3 to 4 depth levels)

·         Describes ‘ what is done ‘ and not so much variations in ‘ how is done ‘

·         Should be stable over time unless the business model itself is changed

·         Its impact must be measurable

·         Can be mapped to top-level capabilities and aligned with others at the same level


Do you want to model a business capacity? Contact me here.