Overview
Process and capability give two lenses on the same business. A capability states an ability (e.g., “Price Products” or “Manage Claims”). A process shows the steps, roles, and decisions that realize that ability. Capabilities help plan strategy and funding. Processes help operate and improve.
Definitions
Capability
An ability the enterprise possesses to achieve an outcome. Independent of organization or system design; realized through people, process, information, and technology. (The Open Group definition.) Source
Process
A set of related activities that transform inputs to outputs for a defined result; managed as part of an integrated system. (ISO 9001 process approach.) Source
Common vocabularies
- Processes: use a taxonomy such as APQC PCF.
- Process models: use BPMN 2.0.
- Capabilities: follow TOGAF/BIZBOK guidance on capability definitions and maps. Guild refs
Why the distinction matters
Strategy & funding
Capabilities anchor strategy and portfolio choices. You invest to build or strengthen abilities. Processes then implement the change.
Operating clarity
Processes remove ambiguity in roles, handoffs, controls, and timing. Results become predictable and auditable.
Tech alignment
Capabilities guide platform scope; processes specify integration and workflow logic. Together they prevent tool sprawl.
How to model each
Capability map
- Level 1–3 boxes that state **what** the business does (no swimlanes, no sequence).
- Heat-map by value, risk, spend, or pain to drive priorities.
- Use capability-based planning to select initiatives. TOGAF guide (PDF)
Process model
- BPMN 2.0 swimlanes, events, and gateways show **how** work flows.
- Attach SOPs, controls, data contracts, and KPIs to steps.
- Variants and exceptions modelled explicitly. BPMN spec
Mapping & traceability
Matrix
Create a matrix of Process (rows) × Capability (columns). Each “X” shows where a process realizes a capability. Conflicts or gaps become visible.
Alignment with taxonomies
Use APQC PCF process names and consistent capability names to avoid duplicate labels across functions. APQC PCF
Trace to systems
Extend the matrix to Systems and Data. Capability → Process → System/Data gives a clean line from strategy to execution and reporting.
When to use which
Use a capability map to…
- Set strategy and funding priorities.
- Plan mergers and target operating model changes.
- Frame platform scope and sourcing choices.
Use a process model to…
- Design roles, handoffs, and controls.
- Write SOPs and training; run audits.
- Specify integration and automation logic.
Use both to…
- Choose projects that matter and deliver them cleanly.
- Retire tools that do not support priority capabilities.
- Prove benefits with measures leaders trust.
Measures & maturity
Process KPIs
- Cycle time, wait time, first-pass yield, error rate, cost per unit/case.
- Control tests pass rate; evidence completeness.
Capability maturity
- Scope and definition clear; ownership assigned.
- Supporting processes, skills, and data in place.
- Performance stable across variants and sites.
- Use capability-based planning to raise weak areas. SEI CBP paper (2024)
90-day starter
Days 0–30: Name & align
- Create a Level-1 capability map; agree names and owners.
- Pick one high-value capability and one key process under it.
Days 31–60: Model & map
- Draft BPMN for the process; attach SOPs and controls.
- Build a Process × Capability matrix; flag gaps and overlaps.
Days 61–90: Prove & plan
- Run a small improvement; track cycle-time and quality deltas.
- Create a capability-based plan for two more processes.
References
Use both lenses: plan by capability, run by process.
If you want a starter kit (capability map template, BPMN stencil, matrix), ask for a copy.