Lack of Clarity Around Capabilities

Teams often struggle to map capabilities to user needs, particularly when there is a lack of understanding about existing systems, processes, or tools. This can lead to incomplete maps or missed opportunities to address critical gaps. Capability literacy is a common early sticking point.

What This Challenge Looks Like

  • Capabilities phrased as “Dataplatform Team” or “Backend API”

  • Capabilities defined as job titles (“Marketing”)

  • Every capability becomes a technical component

  • Teams disagree on what a capability is

  • People can’t tell where a capability begins or ends

A cartoon of two characters with speech bubbles, one with glasses and the other in a blue jacket. The character in a blue jacket says, 'It's hard to map something we've never named before,' and the character with glasses responds, 'Everyone seems to have their own definition.'

Why It Happens During UNM Adoption

A cartoon person asking if a group of squares representing a capability are their team now.

  • No shared vocabulary around capabilities

  • Organisations used to system-centric or team-centric planning

  • Capability-thinking feels “architectural” and intimidating

  • Capabilities are emergent — and emergence feels uncomfortable

  • Teams lack a simple heuristic for defining capability boundaries

How to Move Past It

  • Use verb-based naming (“Manage Payments,” “Verify Identity”)

  • Ask: “What must the organisation enable to meet this need?”

  • Treat capabilities as abilities, not structures

  • Allow rough capability placeholders early in the map

  • Use examples (e.g. moviegoer) to normalise the process

A diagram illustrating dependencies between teams and platforms, with a person at the top analyzing the structure and a group of seven people at the bottom. The diagram shows dependencies from teams to a shared platform and emphasizes the importance of understanding dependencies in software development.

Practical Tips

  • Use Simple Terms: Avoid jargon when describing capabilities to ensure alignment across teams.

  • Focus on Functionality: Map what a capability enables, not how it works.

  • Iterate and Refine: Update your maps as new capabilities are developed or identified.

Capability clarity develops over time. Give teams permission to start imperfectly — and refine through use.

A user needs map with labeled boxes and arrows, depicting a process with steps and decision points, accompanied by two simple cartoon characters at the bottom.

Safe-to-Try Interventions

Audit Existing Capabilities

Conduct an inventory of current systems, tools, and processes. Understand what is already in place and how it supports user needs.

Engage Domain Experts

Collaborate with subject matter experts who understand specific capabilities and their dependencies. This ensures a comprehensive and accurate map.

Visualise Dependencies

Create diagrams or dependency trees to illustrate how capabilities relate to one another and to user needs. Visuals can reveal hidden gaps or bottlenecks.