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"If you can't explain it simply, you don't understand it well enough.” - Albert Einstein
We need to be specific in understanding where and what our destination looks like if we are to plan our journey.
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We have logically unpacked each of the Strategic Goals by first identifying the levers in our business model that allow us to influence the goals and secondly we have identified the Capabilities we have or need to have in our organisation that will influence the levers.
The net result is that we have identified all the Business Capabilities that we have and need.
There is no right answer when it comes to the number of capabilities that you have, we would expect 20-30 but if you look at the names of the capabilities you will be able to judge the size and significance of each.
If you look at a capability and it doesn't stand uniquely, then it might be part of another capability that you have also listed.
We would recommend a levelling process to ensure that each capability is unique as the others, that there are no overlaps.
One thing is to identify and name the capability, this gives us traceability to the Strategic Goals and we can understand why we need it.
Now we need to articulate more about the Capability our expectations for it resulting in a list of Change Activities that we need to execute to either create or uplift the capability to the required maturity.
Before we move forward, we need to understand the significance of Capabilities and Levers. Please jump into the following page to understand how PLOT shows you the significance and impact of the Capabilities that you have identified:
In this next Step of PLOT - Drilldown, we are going to use the term again ‘Unpack’ each capability to get agreement as to what it means, for at the moment it is just a name and many could and would interpret the capability differently.
In unpacking each Capability we are going to agree on the following: