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  • Business capability map

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    Albert Mutel
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    This document provides an overview of best practices for creating a business capability map. It lists the key business capabilities that a map should capture across strategic management, customer relationships, product development, production, procurement, enterprise support, marketing, and finance/controlling. The document emphasizes that capabilities should be clearly defined and non-overlapping to accurately represent what a business does without regard to organizational structure or processes. It stresses defining capabilities by their outcomes rather than methods.

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    capability map

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    LeanIX_Poster_Best-practices-to-define-business-capability-maps_DE_ocred

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    This document provides an overview of best practices for creating a business capability map. It lists the key business capabilities that a map should capture across strategic management, customer relationships, product development, production, procurement, enterprise support, marketing, and finance/controlling. The document emphasizes that capabilities should be clearly defined and non-overlapping to accurately represent what a business does without regard to organizational structure or processes. It stresses defining capabilities by their outcomes rather than methods.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Flag for inappropriate content
    37 views1 page

    Business capability map

    Uploaded by

    Albert Mutel
    This document provides an overview of best practices for creating a business capability map. It lists the key business capabilities that a map should capture across strategic management, customer relationships, product development, production, procurement, enterprise support, marketing, and finance/controlling. The document emphasizes that capabilities should be clearly defined and non-overlapping to accurately represent what a business does without regard to organizational structure or processes. It stresses defining capabilities by their outcomes rather than methods.

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    © All Rights Reserved
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    of 1

    BEST PRACTICES

    Business Capability Map

    BEST PRACTICES
    STRATEGIC CUSTOMER PRODUCT & SERVICE PRODUCTION PROCUREMENT ENTERPRISE MARKETING FINANCE &
    MANAGEMENT RELATIONSHIPS DEVELOPMENT & LOGISTICS SUPPORT & SALES CONTROLLING Die Modellierung von Business Capabilities
    (Geschäftsfertigkeiten) ist eine Technik
    zur Darstellung der Geschäftsfunktionen
    Strategy Development Customer Management Engineering Production Design Purchasing IT Management Sales Controlling
    & Planning eines Unternehmens – unabhängig von der
    Develop Vision/Mission Identify Customer Manage Requirements Manage Purchase Requirements IT Strategy Management Qualify Opportunity Business Planning
    Manage Production Requirements
    Organisationsstruktur, den Prozessen oder Personen.
    Define Strategy Manage Customer Design Products Manage Purchase Order EA Management Manage Client Cost Accounting
    Define Production Process
    Track Strategy Manage Customer Hierarchy Conceptualization Manage Purchase Catalogue IT Service Management Advise Client Forecasting
    Define Production Site Überschneidungsfreiheit
    Adapt Strategy Manage Community Construction Tendering Application Management Create Specific Offer

    Manage Strategy Manage Org. Context


    Plan Material Requirements
    Manage Purchase Requisition Technology Management Negotiate Offer
    Gut definierte Capabilities überschneiden sich
    Payroll
    Manage Waste Disposal nicht – sie schließen einander aus. Prüfen Sie,
    Quality Management Approve & Transmit Order IT Project Management Create ERP Time Stamp Report
    ob sich Level-2-Capabilities eindeutig zuordnen
    Organization Development Contact Management Test Initial Quality Manage Purchase Procedure Manage Trials Manage Payment
    lassen.
    Production Steering Manage Category
    Coordinate Process Strategy Outbound Contact Track Quality Workforce Management Process Taxes
    Retrieve Product Information Definieren Sie das “Was” und nicht das “Wie”
    Plan Long Term Inbound Contact Manage Debugging Deploy Workforce Demand & Offer

    Develop Organization Goals Classify Demand Manage Product Document


    Monitor Production Process
    Sourcing Workforce Planning
    Management Business Capabilities beschreiben, was ein
    Treasury
    Localize Product Identity Customer Unternehmen macht und was getan werden
    Strategize Business Unit Route Contact Define Sourcing Strategy Manage Work Order Foreign Exchange Management
    Bill of Material Management Manage Customer Profile
    muss, damit sowohl derzeitige als auch
    Contact Interaction R&D Define Sourcing Requirements Financial Risk Management
    Deliver Product
    zukünftige Herausforderungen gemeistert
    Manage Interaction Manage Sourcing Tender Process Manage Customer Hierarchy
    Mergers & Acquisitions Manage Product Portfolio Information Management Cash Management werden können.
    Decide On Sourcing Manage Community
    Manage M&A Strategy Manage Innovation Define Reports and KPIs

    Manage M&A Customer Scoring Manage Patent


    Production Order
    Gather Data
    Manage Customer Nachhaltige Stabilität
    Settlements & Payments
    Management Manage Org. Context Präzise definierte Business Capabilities ändern
    Track Acquisitions Define Customer Risks Manage R&D Process Logistics Management Process Data Account Payables
    Plan Supply Quantity Identify New Channels sich über einen längeren Zeitraum hinweg
    Manage M&A Integration Manage Customer Risks Manage Returns Illustrate Data Travel & Expense Management
    Plan Production Orders kaum, selbst bei Veränderungen innerhalb des
    Check Credit-Worthiness Manage Logistic Order Govern Data
    Requirements Definition
    Manage Order Validiy
    Billing Unternehmens. Nur wirklich große Änderungen
    Manage Transportation Customer Success
    Manage Core Business Evaluate Existing Products
    Plan Production Program
    Revenue Cycle Management hinsichtlich des Geschäftsmodells sollten einen
    Management
    Evaluate Existing Products Order Management Review Demand Manage Demand Forecast Knowledge & Research Einfluss auf die Business Capabilities haben.
    Pre-production Planning Manage Customer Onboarding
    Manage Bus. Performance & Ops Validate Order Manage Materials Management
    Tax Management
    Manage Knowledge
    Increase Customer Lifetime Value Unternehmensübergreifend
    Coordinate Projects Track Order Require Distribution Supplier Contact Handle Trading
    Machine Management
    Management
    Avoid Customer Churn Business Capabilities beziehen sich nicht auf
    Manage Projects Bundle Order Manage Research
    Build Machine Define Plans for Customer Upsell Tax Settlements bestimmte Geschäftsbereiche. Sie sollten
    Manage Supplier Collaboration Manage Tech Scanning
    Steer Order Method Development Tax Returns Mgmt. sich nicht verändern und unabhängig von der
    Operate Machine Manage Upsells
    Manage Supplier Registration
    Innovation & Technology Cancel Order Define Method Terminate Contracts Tax Planning Strategies derzeitigen Unternehmensstruktur sein. Business
    Calibrate Machine
    Classify Supplier Offer
    Management
    Validate Method Enterprise Risk
    Tax Determination
    Capabilities sollten für das Unternehmen
    Manage Machine Information
    Scout Trends Manage Supplier Contact Routing Management möglichst allgemeingültig sein und – sofern
    Contract Management Refine Method Manage Tax Questionnaire
    Optimize Machine Marketing & Sales
    Manage External Innovation
    Manage Compliance notwendig – funktionsspezifisch beschrieben
    Manage Contract Execute Method Development
    Supplier Contract Manage Fraud werden.
    Manage Internal Innovation
    Negotiate Contract Define M & S Requirements Asset Management
    Materials Management Management Manage Insurance
    Manage Innovation Process
    Manage Frame-Contract Product & Service Delivery Manage Containers Monitor Channels Investment Planning 7 bis 10 Capabilities auf höchster
    Negotiate Supplier Contract Manage Security
    Track Innovation
    Manage Product Usage Schedule Production Develop M&S Channels Decommissioning
    Hierarchieebene
    Handle Dangerous Goods Enact Supplier Contract Business Continuity
    Develop M&S Messages
    Die Capabilities der höchsten Ebene sollten
    Manage Production Fetch Material Asset Performance Mgmt
    Manage Supplier Contract
    Externals Management Ihr gesamtes Unternehmen beschreiben
    SLA Management Test Quality Performance Manage Material Requirements Define Customer Value Manage Asset Lifecycle
    Manage Supplier Frame Contract Enterprise Effectiveness & Proposition
    können. Versuchen Sie daher die Kategorien so
    Evaluate & Select
    Track & Report SLA Breaches Manage Product Traceability Manage Incoming Materials Project Management auszuwählen, dass sie die Hauptaspekte Ihres
    Maintain Contracts Define Marketing Budget
    Manage SLA Violations Accounting Unternehmens widerspiegeln.
    Warehouse Management Manage Portfolio
    Monitor Performance
    Production Preparation Maintenance Manage Programs Manage General Ledger
    Material Disposition
    Manage Payments In die Breite und nicht in die Tiefe
    Align Resources Manage Maintenance Plan Develop Projects Enterprise Consolidation
    Restocking
    Terminate Contracts Gehen Sie nicht zu sehr in die Tiefe.
    Procure Materials & Services Handle Spare Parts Cost Accounting
    Packaging Veranschaulichen Sie eher die gesamte
    Select Suppliers & Developers Recognize & Recover Failure External Reporting
    Manage Claims Human Resources Bandbreite der Business Capabilities Ihres
    Strategic Business Initiatives
    Master Production Schedule Management Performance Reporting Unternehmens, indem Sie nicht mehr als
    Shipping
    Develop Strategic Initiatives
    Change Management Manage Inventory
    Manage Employee Inventory Valuation drei Ebenen nutzen. Dies ist vollkommen
    Evaluate Strategic Initiatives
    Market Testing Manage Deviation Allowance Manage Payroll Investor Relations ausreichend für eine ausführliche Darstellung
    Commissioning
    Select Strategy
    Analyze Deviations HR Policies & Processes der IT-Landschaft Ihres Unternehmens.
    Market Survey Goods Receipt & Service Entry
    Establish High-Level Measures
    Analyze Customer Intelligence Access Deviations Recruiting
    Von allen Stakeholdern akzeptiert
    Evaluate Market Opportunities Plan & Execute Deviations Manage Talents
    Business Capabilities sollten als gemeinsame
    Business Concept
    Establish Measures Trace Deviations Basis für Diskussionen und Planung dienen.
    External Assessment
    Legal
    Market Surveys Infrastructure Management Strategie und Ausführung verbinden
    Corporate Governance Policies
    Internal Analysis Beziehen Sie bei der Erstellung der Business
    Plan & Control Construction Preventive Law Program Dev.
    Concept Establishment
    Capability Map auch diejenigen Personen
    Operate Site Infrastructure Ensure Compliance
    mit ein, die für die Definition von Strategien
    Restructure Organization Build Site Infrastructure
    verantwortlich sind. Sehen Sie Strategien als
    Manage Location Restrictions Input an, wenn Sie Business Capabilities auf
    höchster Ebene definieren.

    www.leanix.net

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