Capability gap assessment

Know which capabilities your strategy depends on, which you have, which you lack, and the order to build them in.

Architecture carries all

The structure everything else runs on, including the controls Governance relies on.

What it answers

What must the business be able to do for its strategy to work?
Which of those capabilities are strong, which are weak, and which are missing?
Which capabilities do you maintain that serve nothing?
What is the order of build, and what has to come first?

For whom. Leadership teams turning a strategy into an operating plan; firms after an acquisition merging two capability sets; sponsors building a value-creation plan.

How the evidence is produced

We derive the capabilities from the strategy and the operating model, rate each one with the people who run it and against what it delivers, and trace each capability to the aim it serves.

What you receive

The capability map
What the business must be able to do, in one picture, tied to the strategy's aims.
The gap assessment
Each capability rated, with the evidence, and the gaps that matter most.
Capabilities that serve nothing
What the business maintains that no aim depends on.
The roadmap
The build sequence, with what each step depends on.

What it takes from you

The strategy and operating plans; interviews with capability owners; performance information where it exists.

Where this leads

Architecture and transformation planning; process streamlining where a weak capability sits in a broken process; the execution readiness check before the roadmap starts.

Proof

We publish results only with the client's agreement and against a stated baseline. None are published yet.