Abstract:
A capability analysis structure helps a modern business meet the challenges of the global marketplace. As a result, the business can achieve the clarity, consistency, and well-defined execution of its core processes that reduce inefficiencies and waste due to unnecessary process complexity and exceptions. In addition, the capability analysis structure helps the business to identify specific areas in which improvements may be made and understand how to make the improvements, and establishes levels of capability along the way to reaching an ultimate capability goal.

Description:
CROSS-REFERENCE TO RELATED APPLICATIONS 
     This application claims the benefit of priority from co-pending application Ser. No. 11/823,112, filed on Jun. 25, 2007, entitled Capability Analysis Structure and System. Application Ser. No. 11/823,112 is hereby incorporated by reference in its entirety. 
    
    
     BACKGROUND OF THE INVENTION 
     1. Technical Field 
     This disclosure relates to analyzing organizational capability and identifying where the organizational capability exists on a scale of representative capabilities. 
     2. Related Art 
     Modern businesses operate in an increasingly competitive environment. To survive, businesses must adapt to this environment and execute in a clear, consistent, and efficient manner. Furthermore, the global nature of many businesses greatly increases the complexity and difficulty of surviving on a day to day basis, let alone growing and prospering. 
     Despite the need for a modern business to meet the challenges of the global marketplace, it is still often the case that the business lacks clarity, consistency, and well-defined execution of its core processes. These shortcomings severely constrain the business, and lead directly to inefficiencies and waste due to unnecessary complexity, process exceptions, and customer dissatisfaction. At the same time, it can be very difficult to identify specific processes to which improvements may be made, either because the business itself does not have the expertise to identify the processes or because the complexities of the business frustrate attempts to clearly delineate the processes to be improved. 
     Even if the business, on its own, could identify one of the many processes that it needs to improve, the business would not necessarily know how to improve the process or be able to identify a concrete and measurable improvement goal. Another difficulty exists in determining whether there are any intermediate goals that should be reached along the way. As a result, businesses struggle to meet the demands of the modern marketplace and fail to identify opportunities for margin improvement, category expansion, portfolio optimization, multi-channel execution, selling performance, and to reach other important goals. 
     Therefore, a need exists for a comprehensive capability analysis model and capability analysis system. 
     SUMMARY 
     A capability analysis structure helps a modern business, such as retail businesses, meet the challenges of the global marketplace by defining a scale of mastery along which the business may locate its current practices. The capability analysis structure accelerates the discovery of hidden process overlaps and process or capability gaps within business operations. In addition, the capability analysis structure helps the business to identify specific areas in which improvements may be made, how to make the improvements, and how to establish levels of capability along the way to an ultimate capability goal. As a result, the business can achieve the clarity, consistency, and well-defined execution of its core processes that reduce inefficiencies and waste due to unnecessary process complexity and exceptions. 
     The capability analysis structure includes a key factor dimension and a capability scale dimension. The capability scale dimension defines multiple capability levels. The capability levels may form a scale of increasing organizational capability. On example of such a scale includes a ‘Basic’ capability level, followed by a ‘Progressive’ capability level, followed by a ‘Leading’ capability level, followed by an ‘Emerging’ capability level. 
     The key factor dimension establishes a consistent set of key analysis areas in which to analyze business processes. Examples of key analysis areas include a process participation key analysis area, a process creation key analysis area, and a process frequency key analysis area. Additional examples of key analysis areas include a process inputs key analysis area, a process outputs key analysis area, a process automation key analysis area, and a process integration key analysis area. 
     Representative practice data populates the capability analysis structure. The representative practice data may be specific to any one of many different business processes. For example, a capability analysis structure for corporate strategy includes representative practice data for corporate strategy at each of the capability levels along the capability scale dimension and in each of the key analysis areas along the key factor dimension. Any number of pre-defined capability analysis structures may be defined and stored in a process detail pool for subsequent retrieval and application to a business under examination. Accordingly, the capability analysis structure provides a flexible and adaptive scale of mastery against which business practices may be compared to ascertain where the capabilities of a business under examination fall along the scale. 
     Other systems, methods, features and advantages will be, or will become, apparent to one with skill in the art upon examination of the following figures and detailed description. All such additional systems, methods, features and advantages are included within this description, are within the scope of the invention, and are protected by the following claims. 
    
    
     
       BRIEF DESCRIPTION OF THE DRAWINGS 
       The capability analysis structure and system may be better understood with reference to the following drawings and description. The elements in the figures are not necessarily to scale, emphasis instead being placed upon illustrating the principles of the capability analysis techniques. In the figures, like-referenced numerals designate corresponding parts throughout the different views. 
         FIG. 1  shows a specific example of a capability analysis structure. 
         FIG. 2  shows a generalized capability analysis structure. 
         FIG. 3  shows two key analysis areas of a corporate strategy capability analysis structure. 
         FIG. 4  shows two additional key analysis areas of a corporate strategy capability analysis structure. 
         FIG. 5  shows three additional key analysis areas of a corporate strategy capability analysis structure. 
         FIG. 6  shows a process detail pool that includes multiple pre-defined capability analysis structures. 
         FIG. 7  shows a capability analysis system. 
         FIG. 8  shows a flow diagram for establishing capability analysis structures. 
         FIG. 9  shows a flow diagram for retrieving and applying capability analysis structures. 
     
    
    
     DETAILED DESCRIPTION OF THE PREFERRED EMBODIMENTS 
       FIG. 1  shows a capability analysis structure  100 . The capability analysis structure  100  specifies seven analysis dimensions, referred to below as key analysis areas  102 . In particular, the key analysis areas  102  include a process participation key analysis area  106 , a process creation key analysis area  108 , and a process frequency key analysis area  110 . In addition, the key analysis areas  102  include a process inputs key analysis area  112 , a process outputs key analysis area  114 , a process automation key analysis area  116 , and a process integration key analysis area  118 . Tables 1-7, below, provide an explanation of each of the key analysis areas  106 - 118 . 
     The capability analysis structure  100  also defines multiple capability levels  104 . The capability levels  104  establish a scale of increasing organizational capability. In  FIG. 1 , the capability levels  104  start with a ‘Basic’ capability level  120 , that is followed by a ‘Progressive’ capability level  122 , that is followed up by a ‘Leading’ capability level  124 , and that ends with an ‘Emerging’ capability level  126 . Accordingly, the capability analysis structure  100  establishes a scale of mastery  128  along which a business process may be located and categorized with reference to representative practice data. More specifically, the business process under evaluation may be assigned a capability position  130  along the scale of mastery  128  (e.g., the business process falls into the ‘Leading’ capability level). Tables 8-11, below, provide an explanation of each of the capability levels  104 . 
     Representative practice data populates the capability analysis structure  100 . The representative practice data captures criteria, characteristics, or other features of a business process at a specific capability level in a specific key analysis area. For example,  FIG. 1  shows that each capability level at each key analysis area may include representative practice data.  FIG. 1  specifically labels ‘Basic’ process participation representative practice data  132 , ‘Progressive’ process frequency representative practice data  134 , ‘Leading’ process outputs representative practice data  136 , and ‘Emerging’ process integration representative practice data  138 . Specific examples of representative practice data for retail organizations are given below. 
     A capability analysis structure with representative practice data provides a tool for determining where a process under examination falls along the scale of mastery  128 . For example, business consultants may interview a business to determine, measure, or otherwise ascertain the characteristics, criteria, and other features of a particular process as it is implemented at the business. The business consultants may then use their expertise to compare the determined characteristics to the representative practice data in the capability analysis structure and arrive at a capability position  134  for the process under examination. In doing so, for example, the business consultants may identify where the process under examination falls in terms of capability level in each of the specific key analysis areas, then determine an overall position on the scale of mastery  128  for the process under examination. 
     The following Tables 1-7 provide an explanation of each of the key analysis areas  106 - 118 : 
     
       
         
               
             
               
               
               
             
           
               
                 TABLE 1 
               
               
                   
               
               
                 Process Participation Key Analysis Area 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                   
                 Description: 
                 Describes who participates in the process execution 
               
               
                   
                   
                 or approval.  
               
               
                   
                 Criteria:  
                 Number of participants involved or informed - 
               
               
                   
                   
                 having more participants is generally considered  
               
               
                   
                   
                 a characteristic of greater mastery.  
               
               
                   
                   
                 Level of internal (within the company) and external  
               
               
                   
                   
                 (outside the company) collaboration among the  
               
               
                   
                   
                 participants - greater collaboration is generally  
               
               
                   
                   
                 considered a characteristic of greater mastery.  
               
               
                   
                   
                 Number of functional/process areas represented by  
               
               
                   
                   
                 the participants - more representation is generally  
               
               
                   
                   
                 considered a characteristic of greater mastery.  
               
               
                   
                   
                 Degree of participation across levels - senior  
               
               
                   
                   
                 executives, directors, managers, and other levels -  
               
               
                   
                   
                 a greater participation across levels is generally  
               
               
                   
                   
                 considered a characteristic of greater mastery. 
               
               
                   
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 2 
               
               
                   
               
               
                 Process Creation Key Analysis Area 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description:  
                 Outlines how the process is executed and  
               
               
                   
                 highlights the key points that serve as  
               
               
                   
                 differentiators in process capability and  
               
               
                   
                 sophistication across the scale of mastery.  
               
               
                 Criteria:  
                 Is the process standard and repeatable (generally  
               
               
                   
                 considered a characteristic of greater mastery)  
               
               
                   
                 or non-standard and inconsistent (generally  
               
               
                   
                 considered a characteristic of lower mastery)?  
               
               
                   
                 Is the process transparent and visible across  
               
               
                   
                 the organization (generally considered a  
               
               
                   
                 characteristic of greater mastery) vs.  
               
               
                   
                 isolated and not clearly understood (generally  
               
               
                   
                 considered a characteristic of lower mastery)?  
               
               
                   
                 Are results reviewed, iterated, and approved  
               
               
                   
                 (generally considered a characteristic of greater  
               
               
                   
                 mastery), or is there no governance or no ability  
               
               
                   
                 to influence or change (generally considered a  
               
               
                   
                 characteristic of lower mastery)?  
               
               
                   
                 Is the process flexible and adaptable (generally  
               
               
                   
                 considered a characteristic of greater mastery),  
               
               
                   
                 or is the process inflexible and rigid, difficult to  
               
               
                   
                 change (generally considered a characteristic of  
               
               
                   
                 lower mastery)?  
               
               
                   
                 Does executing the process and the results  
               
               
                   
                 generated contribute significantly to business  
               
               
                   
                 performance (generally considered a  
               
               
                   
                 characteristic of greater mastery), or does  
               
               
                   
                 execution have a little or unknown impact on  
               
               
                   
                 business performance (generally considered a  
               
               
                   
                 characteristic of lower mastery)?  
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 3 
               
               
                   
               
               
                 Process Frequency Key Analysis Area 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description:  
                 Describes the number of times and frequency at  
               
               
                   
                 which a process is executed, or the number of  
               
               
                   
                 iterations allowed prior to completion.  
               
               
                 Criteria:  
                 Low frequency versus high frequency, with higher  
               
               
                   
                 frequency generally considered a characteristic of  
               
               
                   
                 greater mastery where it facilitates or demonstrates  
               
               
                   
                 ease of execution, and results in more rapid continuous  
               
               
                   
                 improvement or adjustment that is meaningful.  
               
               
                   
                 Ability to iterate more frequently and more  
               
               
                   
                 often, as opposed to a single chance, with more  
               
               
                   
                 iterative capability generally considered a 
               
               
                   
                 characteristic of greater mastery.  
               
               
                   
                 Speed and accuracy at which a process is completed - 
               
               
                   
                 with higher speed and accuracy generally  
               
               
                   
                 considered a characteristic of greater mastery.  
               
               
                   
                 The frequency at which a process is measured  
               
               
                   
                 and refined to ensure optimal execution, with more  
               
               
                   
                 frequent measurement generally considered a  
               
               
                   
                 characteristic of greater mastery.  
               
               
                   
                 Frequency driven and executed by process  
               
               
                   
                 needs is generally considered a characteristic of  
               
               
                   
                 greater mastery, rather than frequency driven by  
               
               
                   
                 calendar constraints which is generally considered a  
               
               
                   
                 characteristic of lower mastery. 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 4 
               
               
                   
               
               
                 Process Inputs Key Analysis Area 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description:  
                 Data, intentions, decisions, objectives, materials,  
               
               
                   
                 information, events, and outputs from other processes  
               
               
                   
                 are all considered possible inputs into a process.  
               
               
                 Criteria:  
                 Quality and accuracy of inputs - higher quality  
               
               
                   
                 is generally considered a characteristic of  
               
               
                   
                 greater mastery.  
               
               
                   
                 Consistency of inputs - greater consistency is generally  
               
               
                   
                 considered a characteristic of greater mastery.  
               
               
                   
                 Frequency of inputs - greater frequency is generally  
               
               
                   
                 considered a characteristic of greater mastery.  
               
               
                   
                 Variety of or detail of inputs - broader considerations  
               
               
                   
                 or more granular information is generally considered  
               
               
                   
                 a characteristic of greater mastery.  
               
               
                   
                 Timeliness of inputs - the timeliness of inputs from a  
               
               
                   
                 cutoff or deadline, recency, and process alignment  
               
               
                   
                 standpoint.  
               
               
                   
                 Using more timely inputs is generally considered  
               
               
                   
                 a characteristic of greater mastery.  
               
               
                   
                 Understanding of inputs - a greater understanding  
               
               
                   
                 of the inputs improves process effectiveness  
               
               
                   
                 and is generally considered a characteristic  
               
               
                   
                 of greater mastery. 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 5 
               
               
                   
               
               
                 Process Outputs Key Analysis Area 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Decisions, status, events, actions, information,  
               
               
                   
                 materials, sub assembly, finished product, service  
               
               
                   
                 delivered, and other process outputs.  
               
               
                 Criteria:  
                 Quality and accuracy of outputs - higher quality is  
               
               
                   
                 generally considered a characteristic of greater mastery.  
               
               
                   
                 Consistency of outputs - higher consistency is generally  
               
               
                   
                 considered a characteristic of greater mastery.  
               
               
                   
                 Frequency of outputs - greater frequency is generally  
               
               
                   
                 considered a characteristic of greater mastery.  
               
               
                   
                 Variety of or detail of outputs - broader considerations  
               
               
                   
                 or more granular information is generally considered  
               
               
                   
                 a characteristic of greater mastery.  
               
               
                   
                 Timeliness of outputs - the timeliness of outputs from  
               
               
                   
                 a cutoff or deadline, recency, and process alignment  
               
               
                   
                 standpoint. Using more timely outputs is generally  
               
               
                   
                 considered a characteristic of greater mastery.  
               
               
                   
                 Understanding of outputs - a greater understanding of the  
               
               
                   
                 outputs improves process effectiveness and is generally  
               
               
                   
                 considered a characteristic of greater mastery. 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 6 
               
               
                   
               
               
                 Process Automation Key Analysis Area 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description:  
                 Extent of automation or tools used to shape,  
               
               
                   
                 enable, or execute the process.  
               
               
                 Criteria:  
                 Single instance of an application (generally considered  
               
               
                   
                 a characteristic of higher mastery) as opposed to  
               
               
                   
                 multiple disparate versions of applications (generally  
               
               
                   
                 considered a characteristic of lower mastery).  
               
               
                   
                 Routine, repetitious tasks are highly automated (generally  
               
               
                   
                 considered a characteristic of higher mastery) as opposed  
               
               
                   
                 to being manually executed (generally considered  
               
               
                   
                 a characteristic of lower mastery).  
               
               
                   
                 Higher number of users of automation (generally  
               
               
                   
                 considered a characteristic of higher mastery) as  
               
               
                   
                 opposed to a lower number of users (generally  
               
               
                   
                 considered a characteristic of lower mastery). 
               
               
                   
                 Automation used as a competitive differentiator  
               
               
                   
                 (generally considered a characteristic of higher mastery)  
               
               
                   
                 as opposed to automation only as a common necessity  
               
               
                   
                 (generally considered a characteristic of lower mastery).  
               
               
                   
                 Level of automated data and its ease of accessibility  
               
               
                   
                 (generally considered a characteristic of higher mastery) as  
               
               
                   
                 opposed to limited data automation and complicated access  
               
               
                   
                 (generally considered a characteristic of lower mastery). 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 7 
               
               
                   
               
               
                 Process Integration Key Analysis Area 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description:  
                 Extent of integration the process has with other  
               
               
                   
                 processes, systems, tools, people, or 3rd parties.  
               
               
                 Criteria:  
                 Degree to which processes are integrated through timely  
               
               
                   
                 execution and sequencing or parallel activity (generally  
               
               
                   
                 considered a characteristic of higher mastery) as opposed  
               
               
                   
                 to un-timed or out of sequence execution (generally  
               
               
                   
                 considered a characteristic of lower mastery).  
               
               
                   
                 Degree to which processes share information in real or near  
               
               
                   
                 real time (generally considered a characteristic of higher  
               
               
                   
                 mastery) as opposed to batched or manual data sharing  
               
               
                   
                 (generally considered a characteristic of lower mastery).  
               
               
                   
                 Degree to which decisions are made jointly with  
               
               
                   
                 and uniformly communicated to appropriate business  
               
               
                   
                 areas (generally considered a characteristic of  
               
               
                   
                 higher mastery) as opposed to isolated or unrepresented  
               
               
                   
                 decisions and disparate communication (generally  
               
               
                   
                 considered a characteristic of lower mastery).  
               
               
                   
                 Degree to which systems share data seamlessly and  
               
               
                   
                 source it from a common or “virtually” common database  
               
               
                   
                 (generally considered a characteristic of higher mastery) as  
               
               
                   
                 opposed to multiple data sources that are not connected  
               
               
                   
                 (generally considered a characteristic of lower mastery).  
               
               
                   
                 Degree to which common applications or processes are  
               
               
                   
                 used to execute the same task and achieve the same results  
               
               
                   
                 (generally considered a characteristic of high mastery) as  
               
               
                   
                 opposed to different applications or processes are  
               
               
                   
                 used in an attempt to execute the same task, and often  
               
               
                   
                 different, unintended results are achieved (generally  
               
               
                   
                 considered a characteristic of lower mastery).  
               
               
                   
                 Degree to which different applications have the same 
               
               
                   
                 or similar interface and have a single access point/logon 
               
               
                   
                 (generally considered a characteristic of higher  
               
               
                   
                 mastery) as opposed to disparate applications with  
               
               
                   
                 multiple logons and different interfaces (generally  
               
               
                   
                 considered a characteristic of lower mastery). 
               
               
                   
               
             
          
         
       
     
     The following Tables 8-11 provide an explanation of each of the capability levels  120 - 126 : 
     
       
         
               
             
               
               
             
           
               
                 TABLE 8 
               
               
                   
               
               
                 ‘Basic’ Capability Level 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Capability mastery at a basic level is indicative of a high level, 
               
               
                   
                 unclear, undisciplined, or unsophisticated ability to execute the 
               
               
                   
                 capability or process in a consistent, traceable, and repeatable 
               
               
                   
                 manner. For non-core, low priority, new, or early adoption of certain 
               
               
                   
                 process capabilities, a basic level may be acceptable to the 
               
               
                   
                 organization or the organization may not have the resources to 
               
               
                   
                 expand beyond the basic capability level. A basic level of mastery 
               
               
                   
                 often indicates that an organization is lagging behind its competitors 
               
               
                   
                 in its ability to execute the capability. 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 9 
               
               
                   
               
               
                 ‘Progressive’ Capability Level 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Capability mastery at a progressive level is indicative of a 
               
               
                   
                 conservative ability to execute the capability in a fairly consistent, 
               
               
                   
                 traceable, and repeatable manner with proven techniques, tools and 
               
               
                   
                 commonly accepted practices that are readily available and 
               
               
                   
                 maintained. This capability mastery may be a strategic decision by 
               
               
                   
                 the organization to be a follower or “good enough” operator in many 
               
               
                   
                 respects or may be an interim step that organizations aspire to move 
               
               
                   
                 beyond to achieve a leading mastery of the given capability. A 
               
               
                   
                 progressive level of mastery often indicates that an organization is 
               
               
                   
                 performing consistently with its competitors in its ability to execute a 
               
               
                   
                 capability. 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 10 
               
               
                   
               
               
                 ‘′Leading’ Capability Level 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Capability mastery at a leading level is indicative of a highly detailed, 
               
               
                   
                 clear, and often iterative and sophisticated ability to execute the 
               
               
                   
                 capability. The leading capability is the recognized and referenced 
               
               
                   
                 benchmark of continuous improvement and high performance for a 
               
               
                   
                 given process capability. The leading process capability has been 
               
               
                   
                 optimized for efficiency and effectiveness, is well understood, 
               
               
                   
                 traceable, and consistently executed to the point of being 
               
               
                   
                 competitively differentiated or at the top level of peer to peer 
               
               
                   
                 comparison. 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 11 
               
               
                   
               
               
                 ‘Emerging’ Capability Level 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Capability mastery at an emerging level is indicative of a clearly 
               
               
                   
                 differentiated ability to execute the capability that is ahead of, 
               
               
                   
                 unavailable to, or risky for the competition. The emerging process 
               
               
                   
                 capability is characterized by innovation, integration, and thought 
               
               
                   
                 leadership that looks to raise or change the standard set in the 
               
               
                   
                 leading category of mastery, and over time become a required 
               
               
                   
                 capability for sustained competitiveness, scale, and high 
               
               
                   
                 performance. Emerging capability mastery is flexible in its 
               
               
                   
                 characterization, as an organization may be considered as having 
               
               
                   
                 an emerging capability mastery, even though it is only in limited 
               
               
                   
                 production due to its uniqueness or early adoption, and has not yet 
               
               
                   
                 “mastered” the capability at scale - but are far enough in advance of 
               
               
                   
                 the competition that they will benefit from the lessons learned and 
               
               
                   
                 early iterations of developing the capability. 
               
               
                   
               
             
          
         
       
     
     The capability analysis structure  100  is not limited to the form shown above in  FIG. 1 . Instead, the capability analysis structure  100  may be adapted and modified to fill a wide variety of analysis roles. In that regard,  FIG. 2  shows a generalized capability analysis structure  200 . 
     The generalized capability analysis structure  200  is organized along a key factor dimension  202  and a capability scale dimension  204 . ‘M’ key analysis areas (e.g., 7 key analysis areas) are defined along the key factor dimension  202 . One of the key analysis areas is labeled  206 . Similarly, ‘N’ capability levels (e.g., 4, capability levels) are defined along the capability scale dimension  204 . One of the capability levels is labeled  208 . The scale of mastery  128  spans the key analysis areas along the capability scale dimension  204 . 
     Representative practice data may populate the generalized capability analysis structure  200  in whole or in part.  FIG. 2  labels a specific instance of representative practice data as the representative practice data  210  for capability level  2  for the key analysis area  2 . The generalized capability analysis structure  200  and the representative practice data may reflect any desired business process, at any desired level of granularity along the key factor dimension  202  and capability scale dimension  204 .  FIG. 1  shows a specific instantiation of the generalized capability analysis structure  100  with seven key analysis areas and four capability levels. 
       FIG. 3  shows a specific example of the process participation and process creation key analysis areas for a corporate strategy capability analysis structure  300 . In particular,  FIG. 3  shows that for each of the ‘Basic’ capability level  120 , ‘Progressive’ capability level  122 , and the ‘Leading’ capability level  124 , representative practice data exists in the structure  300 . One specific example is the representative practice data  302 , which provides a baseline for ‘Basic’ level process participation. Specifically, the representative practice data  302  establishes that ‘Basic’ level process participation for corporate strategy is characterized by “Little or no executive participation beyond the CEO. Board of Directors or Equity Partners may set or heavily influence the strategy.” 
       FIG. 3  also shows the leading representative practice data  304  that provides a baseline for progressive level process participation. Specifically, the representative practice data  304  establishes that progressive level process participation for corporate strategy is characterized by “C-level/executive team participation—strategy is determined collaboratively. Board of Directors or equity partner review and approval if necessary.” Accordingly, a process under examination may be mapped onto the scale of mastery  128  at any one of the multiple key analysis areas, with the structure  300  and providing a well defined set of capability levels, criteria for reaching each of the capability levels, and intermediate capability level goals defined between substantially different capability levels.  FIG. 3  also illustrates that it is not necessary to have representative practice data for every combination of capability level and key analysis area. Specifically,  FIG. 3  shows that the corporate strategy capability analysis structure  300  need not include ‘Emerging’ level process participation or process creation representative practice data. However, the corporate strategy capability analysis structure  300  may be revised to add such representative practice data as it is identified and standardized for application to corporate strategy processes. 
       FIG. 4  continues the example started in  FIG. 3 . In particular,  FIG. 4  shows specific examples of process frequency and process inputs key analysis area representative practice data. Thus for example, the representative practice data  402  establishes baseline ‘Basic’ level process frequency characteristics. Similarly, the representative practice data  404  establishes ‘Progressive’ level process frequency characteristics.  FIG. 5  shows that the corporate strategy capability analysis structure  300  also includes the process outputs key analysis area, the process automation key analysis area, and a process integration key analysis area. As specific examples, the representative practice data  502  establishes ‘Progressive’ level process outputs characteristics, while the representative practice data  504  establishes the ‘Leading’ level process outputs characteristics for corporate strategy. 
     As noted above, the capability analysis structures may be adapted for any desired business process. Furthermore, the individual capability analysis structures may be collected and stored for future retrieval and possible modification in a process detail pool.  FIG. 6  illustrates a process detail pool  600  that includes multiple predefined capability analysis structures, two of which are labeled as the first capability analysis structure  602  and the last capability analysis structure  604 . 
     The process detail pool may include as many or as few predefined capability analysis structures as desired. As a result, the process detail pool  600  captures a significant and important depth of experience that may be consulted when analyzing organizational capability in any particular process area. Each capability analysis structure in the process detail pool  600  may be populated with predefined representative practice data. Alternatively or additionally, the process detail pool  600  may store one or more capability analysis structure templates that are dynamically populated with the most up-to-date representative practice data upon retrieval and presentation (e.g., to a business analysis consultant). Such representative practice data may be retrieved from a representative practice data database or other information source. 
     Tables 12-17, below, provide examples of six different populated capability analysis structures for business processes ranging from corporate strategy to brand strategy to format strategy. While the examples below are specific to the retail process industry, capability analysis structures may be defined for and applied to any particular business industry. 
     Table 12 shows an example of a capability analysis structure suitable for Corporate Strategy analysis. 
     
       
         
               
             
               
               
             
               
               
               
               
               
             
           
               
                 TABLE 12 
               
             
             
               
                   
               
               
                 Corporate Strategy Scale of Mastery Structure 
               
               
                 &lt;========================SCALE OF MASTERY======================== &gt; 
               
             
          
           
               
                 High-Level, No  
                 Detailed, Iterative,  
               
               
                 Clear Process  
                 Clear Process 
               
             
          
           
               
                   
                 Basic 
                 Progressive 
                 Leading 
                 Emerging 
               
               
                   
               
               
                 Process 
                 Little to no 
                 C-Level/Executive 
                 C-Level/Executive Team 
                   
               
               
                 Participation 
                 executive 
                 Team participation- 
                 determines strategy with 
                   
               
               
                 Who 
                 participation 
                 strategy is 
                 managed input from non- 
                   
               
               
                   
                 beyond the CEO. 
                 determined 
                 executive influences such as 
                   
               
               
                   
                 Board of Directors 
                 collaboratively. 
                 employees, customers, and 
                   
               
               
                   
                 or Equity Partners 
                 Board of Directors or 
                 suppliers. 
                   
               
               
                   
                 may set or heavily 
                 Equity Partner 
                   
                   
               
               
                   
                 influence the 
                 review and approval 
                   
                   
               
               
                   
                 strategy. 
                 if necessary. 
                   
                   
               
               
                 Process 
                 Strategy process is 
                 A process for 
                 A clear and consistent 
                   
               
               
                 Creation 
                 not defined or is 
                 strategy 
                 strategy development 
                   
               
               
                 How 
                 loosely defined. 
                 development is 
                 process is documented and 
                   
               
               
                 What 
                 Largely developed 
                 followed, but may 
                 followed for both annual and 
                   
               
               
                   
                 in isolation and 
                 vary from year to 
                 long range plans. The 
                   
               
               
                   
                 dictated to 
                 year and is 
                 strategic process includes a 
                   
               
               
                   
                 leadership, with 
                 inconsistently 
                 refresh of the corporate 
                   
               
               
                   
                 inconsistent 
                 applied or executed. 
                 goals, business scope and 
                   
               
               
                   
                 communication to 
                 The annual plan is 
                 plan, operating model, 
                   
               
               
                   
                 the organization. 
                 emphasized, with 
                 growth intent, and major 
                   
               
               
                   
                 The annual plan is 
                 the long range plan 
                 change programs. 
                   
               
               
                   
                 emphasized, with 
                 being done at 3 or 5 
                   
                   
               
               
                   
                 minimal long range 
                 year intervals. 
                   
                   
               
               
                   
                 planning detail. 
                   
                   
                   
               
               
                 Process 
                 No iterations, no 
                 Iterations are done 
                 Both long range and annual 
                   
               
               
                 Frequency 
                 set timeframe, but 
                 during development. 
                 planning is conducted. A 
                   
               
               
                 Number of 
                 generally an annual 
                 Process is done 
                 revision/refresh/performance 
                   
               
               
                 Iterations 
                 restatement or 
                 annually or in 
                 schedule is developed as 
                   
               
               
                 Frequency 
                 reiteration of the 
                 defined periods (3 yr 
                 part of the planning cycle. 
                   
               
               
                 Revisions 
                 strategy. 
                 increments with 
                   
                   
               
               
                   
                   
                 annual refreshes). 
                   
                   
               
               
                 Process 
                 Inputs are unclear 
                 Process inputs 
                 Process inputs include 
                   
               
               
                 Inputs 
                 to the organization, 
                 include C- 
                 everything in the 
                   
               
               
                 Describe 
                 general reliance on 
                 Level/Executive 
                 progressive category, plus 
                   
               
               
                 Inputs to 
                 past performance 
                 Team direct input, 
                 solicited input from the 
                   
               
               
                 Process 
                 factors and 
                 historical and 
                 organization and external 
                   
               
               
                   
                 historical reports. 
                 forward looking 
                 parties. 
                   
               
               
                   
                   
                 business 
                   
                   
               
               
                   
                   
                 performance 
                   
                   
               
               
                   
                   
                 indicators, and 
                   
                   
               
               
                   
                   
                 limited market 
                   
                   
               
               
                   
                   
                 relevant trend 
                   
                   
               
               
                   
                   
                 inputs. 
                   
                   
               
               
                 Process 
                 Outputs are often 
                 A strategy document 
                 A strategy document is 
                   
               
               
                 Outputs 
                 unclear, with 
                 is produced and 
                 completed, with strategic 
                   
               
               
                 Describe 
                 strategic intent and 
                 communicated to 
                 targets and expected 
                   
               
               
                 Outputs of 
                 strategic motivators 
                 the organization, but 
                 methods to be deployed, 
                   
               
               
                 Process 
                 not well defined or 
                 often lacks specific 
                 and is communicated to 
                   
               
               
                   
                 communicated. 
                 targets and methods 
                 stakeholders. 
                   
               
               
                   
                 Output is generally 
                 for strategy 
                   
                   
               
               
                   
                 focused on sales lift 
                 achievement. 
                   
                   
               
               
                   
                 and cost reduction 
                   
                   
                   
               
               
                   
                 messages. 
                   
                   
                   
               
               
                 Process 
                 Little to no 
                 The process defines 
                 Automated reports and data 
                   
               
               
                 Automation 
                 automation is used. 
                 standard inputs and 
                 analysis tools are used in 
                   
               
               
                 Describe 
                 May involve 
                 formats for strategy 
                 strategy, development, along 
                   
               
               
                 Tools or Level 
                 presentation 
                 material. The 
                 with syndicated or 
                   
               
               
                 of Automation 
                 software such as 
                 system is used to 
                 subscribed data services for 
                   
               
               
                 Required in 
                 PowerPoint, Excel 
                 generate reports 
                 market and industry insights. 
                   
               
               
                 Process 
                 spreadsheets, and 
                 and conduct data or 
                 Common templates are 
                   
               
               
                   
                 email. 
                 comparative 
                 used to capture and 
                   
               
               
                   
                   
                 analysis used in 
                 communicate strategy inputs 
                   
               
               
                   
                   
                 strategy 
                 and outputs. 
                   
               
               
                   
                   
                 development. 
                   
                   
               
               
                 Process 
                 Integration points 
                 The process is 
                 This strategy development is 
                   
               
               
                 Integration 
                 are generally email 
                 integrated into the 
                 integrated into the long 
                   
               
               
                 Describe 
                 or meeting driven, 
                 periodic planning 
                 range and annual planning 
                   
               
               
                 integration 
                 between CEO and 
                 calendar, but 
                 calendars to coincide with 
                   
               
               
                 points 
                 Board of Directors 
                 generally no 
                 fiscal year budgeting, and 
                   
               
               
                 between this 
                 or Equity Partners.  
                 automated or other 
                 refreshes or updates are 
                   
               
               
                 process and 
                   
                 process integration 
                 done to coincide with major 
                   
               
               
                 other 
                   
                 is intentional, 
                 shareholder meetings or 
                   
               
               
                 processes, 
                   
                 beyond perhaps an 
                 analyst communications. 
                   
               
               
                 tool, systems, 
                   
                 annual budgeting 
                   
                   
               
               
                 and other 
                   
                 cycle. 
                   
                   
               
               
                 elements. 
               
               
                   
               
             
          
         
       
     
     Table 13 shows an example of a capability analysis structure suitable for Customer Strategy analysis. 
     
       
         
               
             
               
               
             
               
               
               
               
               
             
           
               
                 TABLE 13 
               
             
             
               
                   
               
               
                 Customer Strategy Scale of Mastery Structure 
               
               
                 &lt;========================SCALE OF MASTERY======================== &gt; 
               
             
          
           
               
                 High-Level, No Clear  
                 Detailed, Iterative, 
               
               
                 Process  
                 Clear Process 
               
             
          
           
               
                   
                 Basic 
                 Progressive 
                 Leading 
                 Emerging 
               
               
                   
               
               
                 Process 
                 Primary input coming 
                 C-Level/Executive 
                 Customer centric 
                   
               
               
                 Participation 
                 from marketing group, 
                 Team sets the 
                 thinking is led by C- 
                   
               
               
                 Who 
                 with little input other than 
                 customer strategy 
                 Level/Executive 
                   
               
               
                   
                 review and approval 
                 with input from the 
                 Team and they are 
                   
               
               
                   
                 from C-Level/Executive 
                 leadership of stores, 
                 directly involved in 
                   
               
               
                   
                 Team or stores. 
                 marketing, and 
                 setting the 
                   
               
               
                   
                   
                 customer service. 
                 customer strategy 
                   
               
               
                   
                   
                   
                 collaboratively with 
                   
               
               
                   
                   
                   
                 inputs from 
                   
               
               
                   
                   
                   
                 customers, stores, 
                   
               
               
                   
                   
                   
                 marketing, sales, 
                   
               
               
                   
                   
                   
                 and customer 
                   
               
               
                   
                   
                   
                 service. 
                   
               
               
                 Process 
                 Unsophisticated process 
                 Some customer 
                 Deep customer 
                   
               
               
                 Creation 
                 for assessing customers 
                 segmentation 
                 centric analysis is 
                   
               
               
                 How 
                 with little to no 
                 analysis is done, 
                 done and used to 
                   
               
               
                 What 
                 segmentation, limited 
                 offers are aligned 
                 drive business 
                   
               
               
                   
                 data inputs or fact basis, 
                 with customer 
                 activities including 
                   
               
               
                   
                 offers tend to be product 
                 segments and 
                 assortments and 
                   
               
               
                   
                 and service driven rather 
                 customer 
                 services, customer 
                   
               
               
                   
                 than based on customer 
                 performance is 
                 feedback is 
                   
               
               
                   
                 preferences, little to no 
                 tracked and used in 
                 frequently captured 
                   
               
               
                   
                 customer measurement. 
                 future planning. 
                 and growth plans 
                   
               
               
                   
                   
                   
                 by customer 
                   
               
               
                   
                   
                   
                 segment and 
                   
               
               
                   
                   
                   
                 cluster are 
                   
               
               
                   
                   
                   
                 developed and 
                   
               
               
                   
                   
                   
                 followed. 
                   
               
               
                 Process 
                 Customer strategy is 
                 Customer strategy is 
                 Customer strategy 
                   
               
               
                 Frequency 
                 only iterated during long 
                 incorporated into 
                 is set annually, but 
                   
               
               
                 Number of 
                 range or annual 
                 annual planning 
                 customer wants 
                   
               
               
                 Iterations 
                 planning. Typically 
                 process and 
                 and needs are 
                   
               
               
                 Frequency 
                 customer strategy is 
                 seasonal refreshes 
                 tracked quarterly 
                   
               
               
                 Revisions 
                 looked at once during 
                 are incorporated for 
                 with revisions or 
                   
               
               
                   
                 the year and rarely 
                 seasonal product. 
                 enhancements 
                   
               
               
                   
                 revised. 
                   
                 evaluated 
                   
               
               
                   
                   
                   
                 throughout the 
                   
               
               
                   
                   
                   
                 year. 
                   
               
               
                 Process Inputs 
                 Limited customer 
                 Customer data is 
                 Extensive customer 
                   
               
               
                 Describe 
                 insights and data are 
                 available and used in 
                 attributes and 
                   
               
               
                 Inputs to 
                 available, largely driven 
                 strategy process, 
                 customer value 
                   
               
               
                 Process 
                 by historical customer 
                 though may be dated 
                 analysis is done. 
                   
               
               
                   
                 purchase behavior vs. 
                 due to system 
                 Forward looking 
                   
               
               
                   
                 forward looking 
                 constraints or 
                 customer insights 
                   
               
               
                   
                 customer wants and 
                 inadequate analysis 
                 and near real time 
                   
               
               
                   
                 needs. 
                 capability. 
                 customer purchase 
                   
               
               
                   
                   
                   
                 behavior is 
                   
               
               
                   
                   
                   
                 integrated into the 
                   
               
               
                   
                   
                   
                 strategy process. 
                   
               
               
                 Process 
                 Customer strategy is 
                 Customer strategy is 
                 Customer strategy 
                   
               
               
                 Outputs 
                 broadly defined and not 
                 defined by segment 
                 is defined at 
                   
               
               
                 Describe 
                 detailed at customer 
                 along with growth 
                 customer segment 
                   
               
               
                 Outputs of 
                 segment level. Overall 
                 targets and 
                 and cluster level, 
                   
               
               
                 Process 
                 customer growth is 
                 measurement 
                 with growth targets 
                   
               
               
                   
                 identified, but little to no  
                 expectations. 
                 and sources of 
                   
               
               
                   
                 measurement approach 
                   
                 growth, value 
                   
               
               
                   
                 is included. 
                   
                 contribution, and 
                   
               
               
                   
                   
                   
                 measurement 
                   
               
               
                   
                   
                   
                 approach 
                   
               
               
                   
                   
                   
                 articulated in the 
                   
               
               
                   
                   
                   
                 strategy. 
                   
               
               
                 Process 
                 Little automation is used, 
                 Online customer 
                 Customer feedback 
                   
               
               
                 Automation 
                 other than ad-hoc 
                 feedback is captured 
                 automation is 
                   
               
               
                 Describe Tools 
                 customer reports, in- 
                 via the retailer 
                 deployed via in- 
                   
               
               
                 or Level of 
                 store manual surveys 
                 website, 
                 store kiosks and 
                   
               
               
                 Automation 
                 and limited point-of-sale 
                 incorporated into 
                 company websites 
                   
               
               
                 Required in 
                 analysis as input into the 
                 strategy 
                 to capture direct 
                   
               
               
                 Process 
                 strategy development 
                 development 
                 customer insights 
                   
               
               
                   
                 process. 
                 process. 
                 for strategy 
                   
               
               
                   
                   
                   
                 development. 
                   
               
               
                   
                   
                   
                 Common online 
                   
               
               
                   
                   
                   
                 templates are used 
                   
               
               
                   
                   
                   
                 across 
                   
               
               
                   
                   
                   
                 departments to 
                   
               
               
                   
                   
                   
                 capture customer 
                   
               
               
                   
                   
                   
                 centric ideas. 
                   
               
               
                 Process 
                 Limited integration 
                 Customer strategy is 
                 Customer strategy 
                 Customer growth, 
               
               
                 Integration 
                 points across the 
                 developed in parallel 
                 is integrated into 
                 loyalty and 
               
               
                 Describe 
                 organization, customer 
                 with corporate 
                 the corporate 
                 satisfaction tied to 
               
               
                 integration 
                 strategy is set and 
                 strategy areas and 
                 strategy processes 
                 group and individual 
               
               
                 points between 
                 cascaded down through 
                 influences strategic 
                 and provides 
                 incentives for 
               
               
                 this process 
                 the organization 
                 outcomes. 
                 customer centric 
                 performance against 
               
               
                 and other 
                 inconsistently. 
                   
                 direction/context for 
                 customer strategy. 
               
               
                 processes, 
                   
                   
                 all strategic 
                   
               
               
                 tool, systems, 
                   
                   
                 development 
                   
               
               
                 and other 
                   
                   
                 areas. Point-of- 
                   
               
               
                 elements. 
                   
                   
                 sale information is 
                   
               
               
                   
                   
                   
                 integrated into 
                   
               
               
                   
                   
                   
                 strategy process, 
                   
               
               
                   
                   
                   
                 along with 
                   
               
               
                   
                   
                   
                 customer loyalty 
                   
               
               
                   
                   
                   
                 and purchase data, 
                   
               
               
                   
                   
                   
                 demographic and 
                   
               
               
                   
                   
                   
                 syndicated data. 
               
               
                   
               
             
          
         
       
     
     Table 14 shows an example of a capability analysis structure suitable for Brand Strategy analysis. 
     
       
         
               
             
               
               
             
               
               
               
               
               
             
           
               
                 TABLE 14 
               
             
             
               
                   
               
               
                 Brand Strategy Scale of Mastery Structure 
               
               
                 &lt;========================SCALE OF MASTERY======================== &gt; 
               
             
          
           
               
                 High-Level, No  
                 Detailed, Iterative, 
               
               
                 Clear Process  
                 Clear Process 
               
             
          
           
               
                   
                 Basic 
                 Progressive 
                 Leading 
                 Emerging 
               
               
                   
               
               
                 Process 
                 Chief Marketing 
                 Chief Marketing 
                 C-Level/Executive 
                   
               
               
                 Participation 
                 Officer and 
                 Officer and Chief 
                 Team collaboration 
                   
               
               
                 Who 
                 marketing 
                 Customer Officer with 
                 facilitated by Chief 
                   
               
               
                   
                 department, with 
                 review by C- 
                 Marketing Officer 
                   
               
               
                   
                 review by CEO 
                 Level/Executive 
                 and/or Chief 
                   
               
               
                   
                 and/or Board of 
                 Team and Board of 
                 Customer Officer. 
                   
               
               
                   
                 Directors. 
                 Directors. 
                 Review by Board of 
                   
               
               
                   
                   
                   
                 Directors. 
                   
               
               
                 Process 
                 Marketing evaluates 
                 Leadership evaluates 
                 Leadership 
                   
               
               
                 Creation 
                 brand image against 
                 brand position 
                 evaluates brand 
                   
               
               
                 How 
                 business 
                 against competition, 
                 components by 
                   
               
               
                 What 
                 performance and 
                 business 
                 market, image, 
                   
               
               
                   
                 customer feedback. 
                 performance, and 
                 performance, and 
                   
               
               
                   
                 Brand strategy 
                 customer feedback. 
                 competition. 
                   
               
               
                   
                 consists of 
                 Brand strategy 
                 Review retail offer 
                   
               
               
                   
                 recommended 
                 includes short and 
                 pipeline and 
                   
               
               
                   
                 changes to brand 
                 longer term 
                 customer feedback 
                   
               
               
                   
                 based on historical 
                 recommendations for 
                 to assess future 
                   
               
               
                   
                 information. 
                 brand enhancement. 
                 brand positioning 
                   
               
               
                   
                   
                   
                 and strategy 
                   
               
               
                   
                   
                   
                 reflects near term 
                   
               
               
                   
                   
                   
                 and future 
                   
               
               
                   
                   
                   
                 adjustments at the 
                   
               
               
                   
                   
                   
                 brand component 
                   
               
               
                   
                   
                   
                 level. 
                   
               
               
                 Process 
                 Annually 
                 Annually 
                 Annually, with 
                   
               
               
                 Frequency 
                   
                   
                 quarterly feedback 
                   
               
               
                 Number of 
                   
                   
                 from performance 
                   
               
               
                 Iterations 
                   
                   
                 metrics to assess 
                   
               
               
                 Frequency 
                   
                   
                 in-season 
                   
               
               
                 Revisions 
                   
                   
                 marketing 
                   
               
               
                   
                   
                   
                 opportunities or 
                   
               
               
                   
                   
                   
                 adjustments. 
                   
               
               
                 Process Inputs 
                 Historical business 
                 Historical business 
                 Retail offer 
                   
               
               
                 Describe 
                 performance and 
                 performance, 
                 pipeline, future 
                   
               
               
                 Inputs to 
                 customer feedback. 
                 competitive position,  
                 customer and 
                   
               
               
                 Process 
                   
                 customer feedback. 
                 market trends, 
                   
               
               
                   
                   
                   
                 competitive activity, 
                   
               
               
                   
                   
                   
                 business 
                   
               
               
                   
                   
                   
                 performance, and 
                   
               
               
                   
                   
                   
                 customer feedback. 
                   
               
               
                 Process 
                 Brand strategy 
                 Brand strategy 
                 Brand strategy that 
                   
               
               
                 Outputs 
                 consisting of 
                 consisting of short 
                 describes at the 
                   
               
               
                 Describe 
                 recommended 
                 and longer term 
                 component level 
                   
               
               
                 Outputs of 
                 changes to 
                 brand enhancements. 
                 near term and 
                   
               
               
                 Process 
                 branding. 
                   
                 future brand 
                   
               
               
                   
                   
                   
                 position, linkage to 
                   
               
               
                   
                   
                   
                 other strategy 
                   
               
               
                   
                   
                   
                 components, and 
                   
               
               
                   
                   
                   
                 brand 
                   
               
               
                   
                   
                   
                 measurements for 
                   
               
               
                   
                   
                   
                 target goals. 
                   
               
               
                 Process 
                 No automation 
                 Some limited access 
                 Automated brand 
                   
               
               
                 Automation 
                 utilized in process 
                 to online survey or 
                 performance 
                   
               
               
                 Describe Tools 
                 beyond presentation 
                 feedback tool 
                 metrics, survey or 
                   
               
               
                 or Level of 
                 software and system 
                 capability and system 
                 feedback tools, and 
                   
               
               
                 Automation 
                 reports. 
                 reports. 
                 media or 3rd party 
                   
               
               
                 Required in 
                   
                   
                 reporting for brand 
                   
               
               
                 Process 
                   
                   
                 performance and 
                   
               
               
                   
                   
                   
                 perception 
                   
               
               
                   
                   
                   
                 analysis. 
                   
               
               
                 Process 
                 No process 
                 Some process 
                 Direct integration 
                   
               
               
                 Integration 
                 integration 
                 integration with other 
                 with overall 
                   
               
               
                 Describe 
                   
                 strategy development 
                 company strategic 
                   
               
               
                 integration 
                   
                 efforts, sharing of 
                 processes, 
                   
               
               
                 points between 
                   
                 information, and 
                 performance 
                   
               
               
                 this process 
                   
                 system tools. 
                 reporting, and 
                   
               
               
                 and other 
                   
                   
                 customer feedback 
                   
               
               
                 processes, 
                   
                   
                 mechanisms. 
                   
               
               
                 tool, systems, 
                   
                   
                   
                   
               
               
                 and other 
                   
                   
                   
                   
               
               
                 elements. 
               
               
                   
               
             
          
         
       
     
     Table 15 shows an example of a capability analysis structure suitable for Portfolio Strategy analysis. 
     
       
         
               
             
               
               
             
               
               
               
               
               
             
           
               
                 TABLE 15 
               
             
             
               
                   
               
               
                 Portfolio Strategy Scale of Mastery Structure 
               
               
                 &lt;========================SCALE OF MASTERY======================== &gt; 
               
             
          
           
               
                 High-Level, No 
                 Detailed, Iterative, 
               
               
                 Clear Process 
                 Clear Process 
               
             
          
           
               
                   
                 Basic 
                 Progressive 
                 Leading 
                 Emerging 
               
               
                   
               
               
                 Process 
                 Chief Merchant and 
                 C-Level/Executive 
                 Portfolio executive 
                   
               
               
                 Participation 
                 Chief Financial 
                 Team collaboration 
                 team - often 
                   
               
               
                 Who 
                 Officer. 
                 facilitated by Chief 
                 consisting of Chief 
                   
               
               
                   
                   
                 Merchant and/or 
                 Merchant, Chief 
                   
               
               
                   
                   
                 Chief Financial 
                 Marketer, Chief 
                   
               
               
                   
                   
                 officer. 
                 Customer Officer, 
                   
               
               
                   
                   
                   
                 and Chief Financial 
                   
               
               
                   
                   
                   
                 Officer, with 
                   
               
               
                   
                   
                   
                 collaboration across 
                   
               
               
                   
                   
                   
                 C-Level/Executive 
                   
               
               
                   
                   
                   
                 Team and category 
                   
               
               
                   
                   
                   
                 leads. 
                   
               
               
                 Process 
                 Portfolio strategy is 
                 Portfolio strategy is 
                 Portfolio strategy 
                   
               
               
                 Creation 
                 limited in 
                 developed with some 
                 leverages fact 
                   
               
               
                 How 
                 development, 
                 level of role definition 
                 based analytics, 
                   
               
               
                 What 
                 focusing mostly on 
                 by category, basic 
                 roles are clearly 
                   
               
               
                   
                 individual 
                 analytics are used to 
                 defined, target 
                   
               
               
                   
                 assortments by 
                 determine category 
                 financial goals are 
                   
               
               
                   
                 category with little or 
                 targets, but little 
                 specific and 
                   
               
               
                   
                 no role definition, 
                 sophistication is used 
                 resource allocation 
                   
               
               
                   
                 rather than a 
                 to allocate resources. 
                 is commensurate 
                   
               
               
                   
                 portfolio view across 
                 Multi-year view and 
                 with targeted goals. 
                   
               
               
                   
                 categories. 
                 emerging businesses 
                 Portfolio strategy 
                   
               
               
                   
                   
                 usually not included. 
                 includes a multiyear 
                   
               
               
                   
                   
                   
                 view and addresses 
                   
               
               
                   
                   
                   
                 emerging 
                   
               
               
                   
                   
                   
                 businesses. 
                   
               
               
                 Process 
                 Portfolio strategy is 
                 Portfolio strategy is 
                 Portfolio strategy is 
                   
               
               
                 Frequency 
                 done annually, but 
                 done annually, with a 
                 done annually but 
                   
               
               
                 Number of 
                 little to no revisions 
                 mid-year checkpoint 
                 with a multi-year 
                   
               
               
                 Iterations 
                 are completed due 
                 for revision. 
                 view for emerging 
                   
               
               
                 Frequency 
                 to lack of in-season 
                   
                 businesses, with 
                   
               
               
                 Revisions 
                 performance 
                   
                 quarterly refreshes 
                   
               
               
                   
                 tracking and no 
                   
                 or adjustments 
                   
               
               
                   
                 understanding of 
                   
                 based on current 
                   
               
               
                   
                 overall portfolio 
                   
                 performance, 
                   
               
               
                   
                 sensitivity across 
                   
                 forecast, competitor 
                   
               
               
                   
                 categories is 
                   
                 actions, and market 
                   
               
               
                   
                 available. 
                   
                 trend data. 
                   
               
               
                 Process Inputs 
                 Corporate strategy 
                 Corporate strategy 
                 Corporate strategy 
                   
               
               
                 Describe 
                 components and 
                 components, overall 
                 components, overall 
                   
               
               
                 Inputs to 
                 overall financial 
                 financial targets, 
                 financial targets, 
                   
               
               
                 Process 
                 targets, current 
                 customer insights, 
                 customer analytics, 
                   
               
               
                   
                 assortment, and 
                 product historical 
                 competitor 
                   
               
               
                   
                 historical 
                 performance, and 
                 analytics, future 
                   
               
               
                   
                 performance. 
                 projected assortment. 
                 trends, current and 
                   
               
               
                   
                   
                   
                 future assortment, 
                   
               
               
                   
                   
                   
                 resource capacity 
                   
               
               
                   
                   
                   
                 and constraints, and 
                   
               
               
                   
                   
                   
                 supplier 
                   
               
               
                   
                   
                   
                 intelligence. 
                   
               
               
                 Process 
                 Portfolio strategy 
                 Portfolio strategy with 
                 Portfolio strategy 
                   
               
               
                 Outputs 
                 with assortments 
                 assortments, financial 
                 with assortments, 
                   
               
               
                 Describe 
                 and financial targets 
                 targets, category 
                 financial targets, 
                   
               
               
                 Outputs of 
                 by category. 
                 roles, and 
                 category roles, 
                   
               
               
                 Process 
                   
                 performance metrics 
                 category intent, 
                   
               
               
                   
                   
                 by category. 
                 performance 
                   
               
               
                   
                   
                   
                 metrics, and major 
                   
               
               
                   
                   
                   
                 special projects 
                   
               
               
                   
                   
                   
                 identified, along 
                   
               
               
                   
                   
                   
                 with multi-year view 
                   
               
               
                   
                   
                   
                 and emerging 
                   
               
               
                   
                   
                   
                 business 
                   
               
               
                   
                   
                   
                 opportunities. 
                   
               
               
                 Process 
                 No automation is 
                 Some automation 
                 Automation is used 
                   
               
               
                 Automation 
                 used in the process, 
                 used to perform basic 
                 to perform business 
                   
               
               
                 Describe Tools 
                 other than 
                 analytics, along with 
                 performance 
                   
               
               
                 or Level of 
                 presentation 
                 system reports and 
                 modeling and 
                   
               
               
                 Automation 
                 software and system 
                 presentation 
                 simulation, 
                   
               
               
                 Required in 
                 reports. 
                 software. 
                 comparative data 
                   
               
               
                 Process 
                   
                   
                 and trend analysis, 
                   
               
               
                   
                   
                   
                 forecasting, and 
                   
               
               
                   
                   
                   
                 financial analysis. 
                   
               
               
                 Process 
                 Little to no 
                 Portfolio strategy is 
                 Portfolio strategy is 
                   
               
               
                 Integration 
                 integration with 
                 integrated into 
                 integrated with 
                   
               
               
                 Describe 
                 other strategic 
                 strategic planning 
                 other strategy 
                   
               
               
                 integration 
                 planning, or 
                 process and service 
                 development, is 
                   
               
               
                 points between 
                 operational functions 
                 as in input to 
                 data driven with 
                   
               
               
                 this process 
                 such as supply 
                 merchandise financial 
                 analytics, and 
                   
               
               
                 and other 
                 chain or stores. 
                 planning, category 
                 includes other 
                   
               
               
                 processes, 
                   
                 plan management, 
                 functional areas 
                   
               
               
                 tool, systems, 
                   
                 and assortment 
                 such as supply 
                   
               
               
                 and other 
                   
                 planning, but 
                 chain, talent 
                   
               
               
                 elements. 
                   
                 integration with 
                 management, and 
                   
               
               
                   
                   
                 analytics and 
                 store operations 
                   
               
               
                   
                   
                 operational practices 
                 insights for 
                   
               
               
                   
                   
                 is limited or not  
                 optimizing category 
                   
               
               
                   
                   
                 emphasized. 
                 roles and target 
                   
               
               
                   
                   
                   
                 performance. 
                   
               
               
                   
                   
                   
                 Merchandise 
                   
               
               
                   
                   
                   
                 financial planning 
                   
               
               
                   
                   
                   
                 and category plan 
                   
               
               
                   
                   
                   
                 management are 
                   
               
               
                   
                   
                   
                 closely linked to 
                   
               
               
                   
                   
                   
                 execute and 
                   
               
               
                   
                   
                   
                 optimize the 
                   
               
               
                   
                   
                   
                 portfolio strategy. 
               
               
                   
               
             
          
         
       
     
     Table 16 shows an example of a capability analysis structure suitable for Channel Strategy analysis. 
     
       
         
               
             
               
               
             
               
               
               
               
               
             
           
               
                 TABLE 16 
               
             
             
               
                   
               
               
                 Channel Strategy Scale of Mastery Structure 
               
               
                 &lt;========================SCALE OF MASTERY======================== &gt; 
               
             
          
           
               
                 High-Level, No Clear 
                 Detailed, Iterative, 
               
               
                 Process 
                 Clear Process 
               
             
          
           
               
                   
                 Basic 
                 Progressive 
                 Leading 
                 Emerging 
               
               
                   
               
               
                 Process 
                 Executive 
                 Executive leadership 
                 C-Level/Executive 
                   
               
               
                 Participation 
                 participation for 
                 within sales, 
                 Team leadership 
                   
               
               
                 Who 
                 review and approval, 
                 marketing, and 
                 and collaboration 
                   
               
               
                   
                 but largely driven by 
                 customer service 
                 on channel strategy 
                   
               
               
                   
                 marketing only. 
                 develops strategy, 
                 development, 
                   
               
               
                   
                   
                 with C- 
                 facilitated by sales 
                   
               
               
                   
                   
                 Level/Executive 
                 and marketing 
                   
               
               
                   
                   
                 Team review and 
                 leadership. 
                   
               
               
                   
                   
                 approval. 
                   
                   
               
               
                 Process 
                 Executive 
                 Executive leadership 
                 C-Level/Executive 
                   
               
               
                 Creation 
                 participation for 
                 within sales, 
                 Team leadership &amp; 
                   
               
               
                 How 
                 review and approval, 
                 marketing, and 
                 collaboration on 
                   
               
               
                 What 
                 but largely driven by 
                 customer service 
                 channel strategy 
                   
               
               
                   
                 marketing only. 
                 develops strategy, 
                 development, 
                   
               
               
                   
                   
                 with C- 
                 facilitated by sales 
                   
               
               
                   
                   
                 Level/Executive 
                 and marketing 
                   
               
               
                   
                   
                 Team review and 
                 leadership. 
                   
               
               
                   
                   
                 approval. 
                   
                   
               
               
                 Process 
                 Annual process with 
                 Annual process with 
                 Annual process 
                   
               
               
                 Frequency 
                 revisions occurring 
                 mid-year checkpoint 
                 with quarterly 
                   
               
               
                 Number of 
                 reactively when 
                 to assess 
                 review and 
                   
               
               
                 Iterations 
                 business issues arise. 
                 performance and 
                 refreshes based on 
                   
               
               
                 Frequency 
                   
                 areas for 
                 performance, 
                   
               
               
                 Revisions 
                   
                 improvement or 
                 competitive 
                   
               
               
                   
                   
                 retirement. 
                 actions, and in 
                   
               
               
                   
                   
                   
                 some cases, 
                   
               
               
                   
                   
                   
                 technology 
                   
               
               
                   
                   
                   
                 changes or pilot 
                   
               
               
                   
                   
                   
                 decision points. 
                   
               
               
                 Process Inputs 
                 Corporate strategy 
                 Corporate strategy, 
                 Corporate strategy, 
                   
               
               
                 Describe 
                 and customer 
                 customer strategy, 
                 customer strategy, 
                   
               
               
                 Inputs to 
                 strategy, assortment 
                 portfolio strategy, and 
                 portfolio strategy 
                   
               
               
                 Process 
                 information and 
                 format strategy, 
                 and format strategy 
                   
               
               
                   
                 historical channel 
                 historical 
                 components, 
                   
               
               
                   
                 performance. 
                 performance and 
                 historical 
                   
               
               
                   
                   
                 technology 
                 performance and 
                   
               
               
                   
                   
                 availability. 
                 target expectations, 
                   
               
               
                   
                   
                   
                 technology 
                   
               
               
                   
                   
                   
                 advancements and 
                   
               
               
                   
                   
                   
                 availability. 
                   
               
               
                 Process 
                 Channel strategy that 
                 Channel strategy that 
                 Channel strategy 
                   
               
               
                 Outputs 
                 includes financial 
                 includes channel 
                 that includes 
                   
               
               
                 Describe 
                 targets by channel 
                 roles, channel 
                 channel roles, 
                   
               
               
                 Outputs of 
                 and resource 
                 operating guidelines, 
                 cross channel 
                   
               
               
                 Process 
                 allocation/prioritization 
                 financial targets, 
                 integration 
                   
               
               
                   
                 by channel. 
                 performance KPIs, 
                 components, 
                   
               
               
                   
                   
                 and resource 
                 financial targets, 
                   
               
               
                   
                   
                 allocation. 
                 resource 
                   
               
               
                   
                   
                   
                 allocations, 
                   
               
               
                   
                   
                   
                 performance 
                   
               
               
                   
                   
                   
                 calendar and KPIs, 
                   
               
               
                   
                   
                   
                 channel standards 
                   
               
               
                   
                   
                   
                 and channel 
                   
               
               
                   
                   
                   
                 leadership roles. 
                   
               
               
                 Process 
                 Limited automation for 
                 Automation used for 
                 Automation used 
                 Sophisticated 
               
               
                 Automation 
                 historical performance 
                 historical 
                 for channel 
                 automation for 
               
               
                 Describe Tools 
                 analysis. 
                 performance analysis 
                 performance 
                 modeling of channel 
               
               
                 or Level of 
                   
                 and limited 
                 analysis - historical 
                 performance and 
               
               
                 Automation 
                   
                 forecasting of future 
                 and forecast 
                 optimization, 
               
               
                 Required in 
                   
                 channel performance. 
                 modeling. 
                 including integrated 
               
               
                 Process 
                   
                 Also, select channel 
                 Automation used 
                 channel performance 
               
               
                   
                   
                 KPIs are automated 
                 for in stream 
                 and channel 
               
               
                   
                   
                 for capture and 
                 channel 
                 sensitivities. 
               
               
                   
                   
                 tracking. 
                 performance 
                   
               
               
                   
                   
                   
                 against role and 
                   
               
               
                   
                   
                   
                 KPIs. 
                   
               
               
                 Process 
                 Channel strategy 
                 Process is done in 
                 Process is done 
                   
               
               
                 Integration 
                 process reflects 
                 concert with overall 
                 collaboratively and 
                   
               
               
                 Describe 
                 corporate and 
                 strategy planning 
                 in sync with overall 
                   
               
               
                 integration 
                 customer strategy and 
                 effort at corporate 
                 strategy planning, 
                   
               
               
                 points between 
                 is integrated into 
                 level. Channel 
                 and has the ability 
                   
               
               
                 this process 
                 existing or required 
                 strategy is 
                 to influence other 
                   
               
               
                 and other 
                 formats and 
                 constrained based on 
                 strategy elements 
                   
               
               
                 processes, 
                 operations. 
                 level of and support 
                 based on 
                   
               
               
                 tool, systems, 
                   
                 for integrated 
                 integrated 
                   
               
               
                 and other 
                   
                 analytics. 
                 analytics. 
                   
               
               
                 elements. 
               
               
                   
               
             
          
         
       
     
     Table 17 shows an example of a capability analysis structure suitable for Format Strategy analysis. 
     
       
         
               
             
               
               
             
               
               
               
               
               
             
           
               
                 TABLE 17 
               
             
             
               
                   
               
               
                 Format Strategy Scale of Mastery Structure 
               
               
                 &lt;========================SCALE OF MASTERY======================== &gt; 
               
             
          
           
               
                 High-Level, No 
                 Detailed, Iterative, 
               
               
                 Clear Process 
                 Clear Process 
               
             
          
           
               
                   
                 Basic 
                 Progressive 
                 Leading 
                 Emerging 
               
               
                   
               
               
                 Process 
                 Marketing with 
                 Marketing collaborates 
                 C-Level/Executive 
                 Collaboration of input 
               
               
                 Participation 
                 review and approval 
                 with real estate to 
                 Team collaboration 
                 between internal and 
               
               
                 Who 
                 by CEO. 
                 develop proposals for 
                 across functions to 
                 external functional 
               
               
                   
                   
                 C-Level/Executive 
                 optimize format 
                 and design groups 
               
               
                   
                   
                 Team to review and 
                 performance and cost 
                 with heavy customer 
               
               
                   
                   
                 select. 
                 balance. 
                 focus group research 
               
               
                   
                   
                   
                   
                 and competitive 
               
               
                   
                   
                   
                   
                 analysis. 
               
               
                 Process 
                 Customer and 
                 Customer and channel 
                 Customer and channel 
                 Leverage of 
               
               
                 Creation 
                 channel strategy are 
                 strategy are leveraged, 
                 strategy are leveraged, 
                 “designer 
               
               
                 How 
                 leveraged, format 
                 format differentiation is 
                 supplemented with 
                 personalities or 
               
               
                 What 
                 differentiation is 
                 determined based on 
                 additional competitor 
                 design firms” to 
               
               
                   
                 assessed and 
                 competitor assessment 
                 analysis to derive store 
                 integrate design 
               
               
                   
                 construction costs 
                 and store clusters are 
                 clusters and to 
                 expertise into format 
               
               
                   
                 are evaluated. 
                 developed. 
                 determine desired 
                 decisions and link to 
               
               
                   
                   
                 Construction 
                 customer shopping 
                 brand image or drive 
               
               
                   
                   
                 constraints are applied 
                 experience, format 
                 format innovation. 
               
               
                   
                   
                 and a single or multi 
                 options are developed, 
                   
               
               
                   
                   
                 format approach is 
                 construction 
                   
               
               
                   
                   
                 determined. Alliance 
                 implications are 
                   
               
               
                   
                   
                 partners and 
                 assessed, and a single 
                   
               
               
                   
                   
                 concessionaires assist 
                 or multi-format 
                   
               
               
                   
                   
                 in shaping or are 
                 approach is defined. 
                   
               
               
                   
                   
                 responsible for format 
                 Alliance partners 
                   
               
               
                   
                   
                 of in-store shops 
                 responsible for format 
                   
               
               
                   
                   
                 where applicable. 
                 of in store shops 
                   
               
               
                   
                   
                   
                 where applicable. 
                   
               
               
                 Process 
                 3-year planning 
                 3-year planning cycle 
                 Short (annual) and 
                 Dynamic in-season 
               
               
                 Frequency 
                 cycle 
                 with annual revisions. 
                 long term planning 
                 or “time of day 
               
               
                 Number of 
                   
                   
                 cycles, annual 
                 shopping occasion” 
               
               
                 Iterations 
                   
                   
                 revisions and ongoing 
                 formats with mobile 
               
               
                 Frequency 
                   
                   
                 yearly pilots for 
                 fixtures and flexible 
               
               
                 Revisions 
                   
                   
                 iteration and feedback. 
                 merchandise sets. 
               
               
                 Process 
                 Corporate, 
                 All strategy platform 
                 All strategy platform 
                 All strategy platform 
               
               
                 Inputs 
                 customer, and 
                 components. 
                 components. 
                 components. 
               
               
                 Describe 
                 channel strategy 
                 Construction and real 
                 Construction and real 
                 Significant customer 
               
               
                 Inputs to 
                 components. 
                 estate trends and cost 
                 estate trends and cost 
                 focus group 
               
               
                 Process 
                 Construction and 
                 forecasts. 
                 forecasts. 
                 research, external 
               
               
                   
                 real estate costs. 
                 Technology trends and 
                 Technology trends and 
                 trend analysis, deep 
               
               
                   
                   
                 availability/affordability. 
                 availability/affordability. 
                 brand image 
               
               
                   
                   
                   
                 Format performance 
                 assessments, 
               
               
                   
                   
                   
                 against plan and local 
                 competitor analysis, 
               
               
                   
                   
                   
                 market specifics. 
                 and local market 
               
               
                   
                   
                   
                   
                 specificity and 
               
               
                   
                   
                   
                   
                 influences. 
               
               
                 Process 
                 Format strategy that 
                 Format strategy that 
                 Format strategy that 
                   
               
               
                 Outputs 
                 describes single or 
                 includes channel 
                 includes channel 
                   
               
               
                 Describe 
                 multi format 
                 specific formats, media 
                 specific formats, 
                   
               
               
                 Outputs of 
                 approach and 
                 requirements, 
                 sensory stimulants, 
                   
               
               
                 Process 
                 standards. 
                 standards by channel. 
                 format standards, and 
                   
               
               
                   
                   
                   
                 local market variants. 
                   
               
               
                 Process 
                 Financial modeling 
                 Store design software 
                 Store design software, 
                   
               
               
                 Automation 
                 software for 
                 and financial modeling 
                 financial modeling 
                   
               
               
                 Describe 
                 construction costing. 
                 software. 
                 software, 
                   
               
               
                 Tools or Level 
                   
                   
                 planogramming 
                   
               
               
                 of Automation 
                   
                   
                 software for fixture 
                   
               
               
                 Required in 
                   
                   
                 modeling and 
                   
               
               
                 Process 
                   
                   
                 adjacency analysis, 
                   
               
               
                   
                   
                   
                 and flow path software 
                   
               
               
                   
                   
                   
                 for traffic patterns. 
                   
               
               
                 Process 
                 Integrates with 
                 Integrates with all 
                 Integrates with all 
                   
               
               
                 Integration 
                 corporate, customer 
                 strategy components, 
                 strategy components, 
                   
               
               
                 Describe 
                 and channel 
                 real estate 
                 real estate 
                   
               
               
                 integration 
                 strategy. 
                 expectations, and 
                 expectations, cross 
                   
               
               
                 points 
                   
                 information 
                 functional operations, 
                   
               
               
                 between this 
                   
                 technology. 
                 and information 
                   
               
               
                 process and 
                   
                   
                 technology. 
                   
               
               
                 other 
                   
                   
                   
                   
               
               
                 processes, 
                   
                   
                   
                   
               
               
                 tool, systems, 
                   
                   
                   
                   
               
               
                 and other 
                   
                   
                   
                   
               
               
                 elements. 
               
               
                   
               
             
          
         
       
     
       FIG. 7  shows a capability analysis system (“system”)  700 . The system  700  includes a processor  702  and a memory  704 . Several databases support the operation of the system  700 , including a capability practices database  706 , a measured practices database  708 , a process detail pool database  710 , and an analysis results database  726 . The system  700  may include a local display  712  and input/output interfaces  717  (e.g., including a keyboard, mouse, microphone, speakers, or other device), and, through the communication interface  714  and networks  716 , may communicate with remote devices  718  and remote displays  720 . The networks  716  may be any combination of external networks (e.g., the Internet) and internal networks (e.g., corporate LANs). The displays  712  and  720  may, for example, present capability analysis structures  722  that the system  700  retrieves from the process detail pool database  710  for review, modification, and application by business consultants or other individuals. With regard to local access or access by the remote devices  718 , the system  700  may include a login processing program  724  to authenticate and/or authorize access to the system  700 . To that end, the login processing program  724  may include username/password verification, private/public key encryption, or other validation and data protection capabilities. 
     The capability practices database  706  stores representative practice data. As will be described in more detail below, the system may populate capability analysis structures with representative practice data suited to any particular business process at one or more capability levels across one or more key analysis areas. The measured practices database  708  may store the determined, measured, or otherwise ascertained characteristics, criteria, and other measured practice data of a particular process as it is implemented at a business. The measured practices data may be obtained through interviews with business consultants, through online questionnaires, through manual or automated analysis of business data (e.g., year end operating reports), or in other manners. The process detail pool database  710  stores the process detail pool  600 , which includes pre-defined capability analysis structures  722 . The analysis results database  726  may store capability analysis structures and determined capability positions for specific business processes that have been analyzed. 
     The system  700  facilitates the review, modification, creation, and application of capability analysis structures. In that role, capability analysis structure manipulation logic (“manipulation logic”)  746  in the system  700  creates, retrieves, and stores capability analysis data  728  in the memory  704 . The manipulation logic  746  may establish capability analysis data  728  in the memory  704 , including a capability analysis data structure  730  with multiple capability levels (“CL”)  732  organized along a capability scale dimension, multiple key analysis areas (“KAA”)  734  organized along a key factor dimension, and representative practice data (“RPD”)  736  that populates the capability analysis structure  730 . The manipulation logic  746  may vary widely in implementation, and, as one example, may include data storage logic that saves data in memory and user interface logic that accepts capability level specifications, key analysis area specifications, and representative practice data inputs to create new capability analysis structures, modify existing capability analysis structures, delete capability analysis structures, or retrieve capability analysis structures for review. 
     The capability analysis data  726  may also include a capability position specifier  738 . The capability position specifier  738  may record the capability position along the scale of mastery, as determined for any particular business process. Thus, when the capability position has been determined, it may be stored for future retrieval and review in the system  700  in the analysis results database  726  or elsewhere. 
     The data population logic  740  (e.g., a data population program executed by the processor  702 ) may populate template capability analysis structures. For example, the data population logic  740  may include input logic that accepts an input specifying the specific business process for which a capability analysis structure is requested, query logic that executes database queries (or prompts a user for input) to obtain the corresponding representative practice data, and storage logic that adds the retrieved representative practice data to the template capability analysis structure. The data population logic  740  produces populated analysis structures  742  that may be stored in the process detail pool database  710 . 
     In addition to the manual analysis process described above, the capability analysis system  700  may provide an automated analysis of the determined characteristics to the representative practice data. As one example, the capability analysis system  700  may implement capability analysis logic  744  that includes comparison and/or matching logic that analyzes the determined characteristics with respect to the representative practice data to determine where the process under examination exists at each capability level and at each of the specific key analysis areas. 
     Furthermore, the capability analysis logic  700  may determine an overall position on the scale of mastery  128  (e.g., the capability position specifier  738 ) for the process under examination given the knowledge of where the process under examination falls in each capability level and in each specific key analysis area. Thus, for example, the capability analysis logic  700  may determine an overall capability level corresponding to the capability level for the majority of the key analysis areas, or it may apply a weighted analysis technique to give more emphasis to some key analysis areas and others in determining the overall position on the scale of mastery  128 . As another example, the capability analysis logic  700  may implement an expert system (e.g., based on a neural network trained on prior determinations) that analyzes the determined characteristics with respect to the representative practice data and that ascertains where the process under examination falls along the scale of mastery  128  for each of the key analysis areas, or overall on the scale of mastery  128 . 
       FIG. 8  shows a flow diagram  800  for creating capability analysis structures. The structure creator (e.g., the manipulation logic  746 ) establishes a key factor dimension for the capability analysis structure ( 802 ). As one specific example, the structure creator establishes, in the key factor dimension, seven key analysis areas: a process participation key analysis area ( 804 ), a process creation key analysis area ( 806 ), a process frequency key analysis area ( 808 ), a process inputs key analysis area ( 810 ), a process outputs key analysis area ( 812 ), a process automation key analysis area ( 814 ), and a process integration key analysis area ( 816 ). 
     The structure creator also establishes a capability scale dimension for the capability analysis structure ( 818 ). The capability scale dimension may define a scale of increasing organizational capability. For example, the structure creator may create a ‘Basic’ capability level ( 820 ), a ‘Progressive’ capability level ( 822 ), a ‘Leading’ capability level ( 824 ), and an ‘Emerging’ capability level ( 826 ). 
     The structure creator also populates the capability analysis structure with representative practice data ( 828 ). A process detail pool may be formed to hold multiple tailored capability analysis structures ( 830 ). The structure creator may store the populated analysis structure in the process detail pool for subsequent retrieval and analysis ( 832 ). 
       FIG. 9  shows a flow diagram  900  for retrieving and applying capability analysis structures. A selection of a business process to be analyzed is obtained ( 902 ). For example, the system  700  may accept input from a business consultant that specifies the business process (e.g., corporate strategy) for analysis. The system  700  may query a process detail pool  600  for a corresponding capability analysis structure ( 904 ). The corresponding capability analysis structure may be pre-defined in the pool (e.g., for corporate strategy), or the data population logic  730  (or other actor) may populate a template capability analysis structure that the system newly creates, or that is retrieved from a data store, such as the process detail pool database  710 . 
     Practice data is obtained for the process under examination in the specific business under review ( 906 ). For example, a business consultant may interview the business to determine how the business currently executes the process under review. As another example, a representative from the business may complete a questionnaire, submit business data for analysis and parameter extraction, or otherwise provide the characteristics of their current process execution. 
     The determined practice data is compared to the representative practice data in the capability analysis structure ( 908 ). For example, a business consultant may use his or her expertise to arrive at a determination of capability position for the business and the process under examination ( 910 ). Alternatively or additionally, the capability analysis logic  744  may perform an automated analysis of the determined practice data and ascertain the capability position on the scale of mastery ( 910 ). The system  700  may store the analysis results, including the determined capability position, for future reference in the analysis results database  726  or other location ( 912 ). 
     Although selected aspects, features, or components of the implementations are depicted as being stored in computer-readable memories (e.g., as computer-executable instructions or capability analysis structures), all or part of the systems and structures may be stored on, distributed across, or read from other computer-readable media. The computer-readable media may include, for example, secondary storage devices such as hard disks, floppy disks, and CD-ROMs; a signal, such as a signal received from a network or received at an antenna; or other forms of memory, including ROM or RAM, either currently known or later developed. 
     Various implementations of the system  700  may include additional or different components. A processor may be implemented as a microprocessor, a microcontroller, a DSP, an application specific integrated circuit (ASIC), discrete logic, or a combination of other types of circuits or logic. Similarly, memories may be DRAM, SRAM, Flash or any other type of memory. The processing capability of the system may be distributed among multiple system components, such as among multiple processors and memories, optionally including multiple distributed processing systems. Parameters, databases, and other data structures may be separately stored and managed, may be incorporated into a single memory or database, may be logically and physically organized in many different ways, and may implemented in many ways, including data structures such as linked lists, hash tables, or implicit storage mechanisms. Programs may be combined or split among multiple programs, or distributed across several memories and processors. 
     While various embodiments of the invention have been described, it will be apparent to those of ordinary skill in the art that many more embodiments and implementations are possible within the scope of the invention. Accordingly, the invention is not to be restricted except in light of the attached claims and their equivalents.