Three Questions Every Business Leader Should Ask:

Why Capability Thinking®?

Organizations face challenges to:

Increase Project Success Rates

Organizations must get the bang for the buck from their business change initiatives, including technology projects.

  • Technology projects continue to fail, become troubled or fiascos, or miss business expectations: a decades-old trend that has yet to improve materially.

Avoid "Bad" Failure

Some failure is good. Taking risks and betting big breeds innovation and competitive advantage. The challenge is failing fast, systemizing learning, and saving scarce organizational resources before loss aversion creeps in.

Unfortunately, there aren't any easy fixes or silver bullets to fix the project failure dilemma.

Think Different

Stop Following the Herd

Many organizations repeatedly use the same conventional thinking, organization, behavior, and actions conducive to failure.

Capability Thinking® is a Paradigm Shift

Capability Thinking is an unconventional approach to consistently achieving compelling business outcomes and increased performance and value from business change and technology initiatives.

It delivers differentiating mind, thought, and consciousness to:

  • Avoid project fiascos.
  • Accelerate business decisions, projects, and outcomes.
  • Increase project-capability value realization.

Embrace Opportunities that Come with Change

Workforce demographics and technologies are changing, creating new thinking, organization, behavior, and action opportunities to simplify, accelerate, and optimize business outcomes.

Capability Thinking® proposes fundamental changes in how organizations prepare, organize, and execute business change and technology project initiatives.

Avoid Major Transformations

Over time, gaps gradually widen between organization capabilities and market competitive realities. Eventually, significant transformations are spawned to bring capabilities in line with market and customer expectations.

Capability Thinking® helps organizations avoid these major transformations with business capability teams and disciplines that proactively and continuously extend capabilities to stay in front of changing market and customer needs.

  • Use the BoK to orient and educate business team members on technology projects as an orientation onboarding activity and an ongoing guide to reduce project failure risks.

Unfortunately, many organizations and teams consistently succumb to conventional thinking and everyday circumstances that trigger project trouble and failure.

"We know why projects fail, we know how to prevent their failure -- so why do they still fail?"
Martin Cobb, Former Treasury Board of Canada Secretariat
Solve Resource Constraints

Private and public-sector organizations face increasing challenges in building capabilities with fewer staff, less time, and reduced budgets.

Streamline the Muddled Intersection of IS and Business

Teams at the intersection of Information Systems (IS) and business may wear multiple hats -- continually jumping from one role to another as priorities change, new projects are approved, and additional work is assigned.

  • Often, roles overlap, or they're not understood, further exasperating the situation.
  • IS teams often need to "learn" the business, and the business needs to "learn" IS. These knowledge transition activities consume time and dollars, and marginalize quality.

The dilution of focus, confusion, resource variability, and continual misunderstandings described above often result in staff frustration, schedule slippage, budget overruns, and outcomes that fail to meet customer expectations.

Crucial Enablers of Capability Thinking® Include: