User talk:ColinMField

This article, while offering some good introductory information about Business Capability Models, nevertheless treats the subject as IT-centric. The reality is that the BCM is essentially a business tool that has uses way beyond IT investment. As a strategy support, business understanding and communication tool the BCM can map all investment in the organisation whether the investment is in IT, acquisition and merger, facilities, services or any other element of the current and future organisation. But its uses go way beyond investment mapping and include divestment, competency, critical capabilities, organisational change, human resource change, outsourcing planning among many other things. Also, there are many ways to present a BCM. Arbitrarily dividing level 0 capabilities between Customer-Facing and Back-office, or aligning them to a core value stream are two of many. Arguably, if BCMs are to provide a truly neutral view of what the organisation does, arbitrary divisions and alignments potentially detract from this objective, causing a more process or organisation structural flavour to be tabled.