Communicate the Model to the Organisation
What to do
-
Develop a communication plan: Create a strategy for communicating the Business Capability Model (BCM) to all relevant stakeholders across the organisation. This plan should outline who needs to be informed, how the information will be shared, and what the key messages are.
-
Tailor the communication to different audiences: Different stakeholders will have different needs. Senior leadership may only require a high-level overview, while technical teams may need more detailed explanations of how the model will be used. Tailor your messaging to ensure that each audience understands the model’s relevance to them.
-
Use visual aids: Present the BCM in a visual format, such as a capability map or diagram. Visual representations are easier for people to understand and can help them see the relationships between different capabilities.
Things to Consider
- Create multiple views: Consider creating multiple versions of the model based on the audience. For example, a high-level model for non-technical stakeholders and a more detailed version for teams responsible for operational implementation.
- Provide context: When communicating the model, explain why it was created, how it was developed, and how it will be used to support strategic initiatives. This will help ensure that stakeholders see its value.
Potential issues
- Lack of engagement: Some teams may not see the immediate relevance of the model. It’s important to connect the model to day-to-day organisation functions or long-term strategies to engage stakeholders.
- Confusion over terminology: Ensure that the language and terms used in the model are consistent across the organisation. This is crucial for fostering a shared understanding and avoiding miscommunication.
Establish Governance and Maintenance Procedures
What to do
- Create a governance structure: Establish a team or designate individuals responsible for maintaining and updating the BCM. This group should regularly review the model to ensure it remains aligned with the organisation’s strategic goals.
- Set a review cycle: The BCM should only need to be updated when the organisation enters a new market or discontinues functionality. While minor adjustments may occasionally be necessary, the model is meant to remain stable over time, reflecting the enduring capabilities of the organisation.
- Document changes: Ensure that any changes to the model are well-documented. Keep a log of updates, including why changes were made, who approved them, and the impacts on the overall model.
Things to Consider
- Involve key stakeholders in updates: Regularly consult with stakeholders to ensure the model reflects the organisation’s ongoing needs. Major strategic shifts, such as entering new markets or discontinuing services, would be the trigger points for any updates.
- Future-proofing the model: As part of the governance process, ensure that the model remains flexible enough to accommodate future changes without needing significant overhauls.
Potential issues
- Involve key stakeholders in updates: Regularly consult with stakeholders to ensure the model reflects the organisation’s ongoing needs. Major strategic shifts, such as entering new markets or discontinuing services, would be the trigger points for any updates.
- Future-proofing the model: As part of the governance process, ensure that the model remains flexible enough to accommodate future changes without needing significant overhauls.
Ensure the Model is Applied in Decision-Making
What to do
- Integrate the model into strategic initiatives: Ensure the BCM is actively used in planning, transformation projects, and decision-making processes. This ensures that the model is not just a theoretical tool but one that drives tangible organisation outcomes.
- Train key teams on how to use the model: Operational and strategic teams should be trained on how to apply the model in their work. This could involve using the model to map current projects to capabilities or identifying gaps and areas for improvement.
- Monitor usage and gather feedback: Regularly monitor how the model is being applied across the organisation. Collect feedback from users to understand how well it supports decision-making and where improvements might be needed.
Things to Consider
- Align with ongoing projects: Ensure that any major initiatives or projects refer to the organisation capability model. For example, a digital transformation project should map its activities back to the relevant capabilities to ensure alignment with organisation needs.
- Use the model as a diagnostic tool: The model should be used to assess whether the organisation has the necessary capabilities to meet its strategic goals. It can also identify areas where additional resources or investments are needed.
Potential issues
- Model not being used: One of the most common issues is that the organisation capability model might not be actively used after it’s developed. To prevent this, ensure that teams are trained and that the model is integrated into their processes.
- Difficulty applying the model: Some teams may struggle with how to apply the model to their work. Provide ongoing support and training to help them see how the model can guide their decision-making