What it shows:
A high-level, technology-independent matrix of the organization’s core abilities (e.g., “Customer Relationship Management,” “Security Assurance,” “Supply Chain Logistics”). It categorises what a business does to generate value, completely divorced from how they do it, who does it, or which IT systems they use.
Why it’s needed:
Heat-mapping and investment justification. This acts as the strategic canvas. It overlays the proposed solution onto the business model to highlight exactly which capabilities are being modernized, introduced, or retired. It proves to executive sponsors that the project is targeting the correct operational gaps and delivering maximum return on investment.
When to use it:
Highly recommended for SADs when undertaking enterprise-wide digital transformations, evaluating strategic vendor platforms, or designing a target operating model. If the project’s goal is to fundamentally uplift the business’s ability to operate in a specific domain, this map is required to anchor the strategy.
When NOT to use it:
Generally best to omit for localized point-solutions, minor COTS software version upgrades, or purely technical infrastructure work (e.g., deploying new switches, migrating VMs to a new host). If the engagement does not alter or introduce a new business capability, drawing this map adds unnecessary consulting bloat.
Example:
