Direction, market & growth
Leadership and strategy; customer and market; revenue and sales; product and innovation.
Enterprise Capability Framework
What must the enterprise be able to do?
Organize business capabilities across twelve domains and connect them to ownership, systems, knowledge, measures and risk.
When this is useful
Use ECF to describe the enterprise in terms of business abilities, identify dependencies and prioritize capability improvement.
How it fits in the portfolio
ECF describes what the enterprise must do. AEAF describes how the enterprise is architected. A capability can span several architecture layers, so the models remain distinct.
What it covers
Value, people & operations
Finance and value; people and organization; operations and service delivery; enterprise intelligence and AI.
Knowledge, technology & control
Enterprise knowledge; technology and platforms; risk, security and compliance; analytics and performance.
Improving an order-reconciliation handoff.
Map the order-reconciliation capability to operations, enterprise knowledge, technology, risk and performance ownership.
What an agreed engagement can produce
A capability map, defined capability records, accountable owners, dependencies and current and desired states.
Limits
Capability records can connect processes, AI agents, data, knowledge, KPIs, risks, applications and APIs. A completed assessment still needs agreed criteria and evidence.
Documented methods and designs don't by themselves show that software is available or that outcomes have been measured.
Start with a real business need.
Connect the method to the workflow, capability or decision you want to improve.