“Business processes begin with capabilities” highlights the importance of capabilities in the design and execution of business processes. It proposes that a business capability is a combination of people, process, and technology, and is the fundamental building block of any organisation. It emphasises that capabilities, not processes, are the starting point for any business transformation or improvement initiative.
The text discusses the relationship between business process management (BPM) and service-oriented architecture (SOA). It suggests that BPM and SOA are complementary, with BPM providing the business context and SOA providing the technical infrastructure. It argues that the combination of BPM and SOA allows businesses to be more agile and responsive to change.
The text also explores the concept of capability mapping, a technique used to identify and analyse an organisation’s capabilities. It suggests that capability mapping can help businesses understand their strengths and weaknesses, and identify opportunities for improvement. It argues that capability mapping is a critical step in the design and execution of business processes.
Finally, the text presents a case study of a large financial institution that used capability mapping to redesign its business processes. It reveals that the institution was able to improve its efficiency and customer service, and reduce its costs, by focusing on its capabilities rather than its processes.
Go to source article: http://www.bptrends.com/publicationfiles/12-07-10-COL-BPM%20&%20SOA–BusProcesses%20begin%20with%20Capabilities%201003%20v01–Rosen.pdf