Basic Concept: Capability vs. IT Service

The term “capability” is generally understood to denote the ability, capacity, or potential to perform a specific action, task, or function, either individually or collectively. It is defined as the combination of resources, skills, knowledge, tools, and conditions that are required to achieve a particular outcome or fulfill a purpose.

Key Aspects of Capability: 

1. Scope of Application

• The individual’s capacity is hereby defined as follows: This term refers to an individual’s skills, expertise, physical or mental capacity (e.g., a person’s capability to code, speak a language, or solve complex problems). 
• The organizational/systemic capability is defined as follows: This term pertains to the integrated abilities of a group, organization, or system. For instance, it may refer to a company’s capacity for innovation, a military’s ability to deploy troops, or a software system’s capability to process data.

2. Components 

• Resources: Financial, technological, human, or material assets. 
• Skills/Knowledge: Expertise possessed by individuals or teams. 
• Processes/Procedures: Structured methods that enable consistent execution. 
• Infrastructure/Tools: Physical or digital systems that support performance (e.g., facilities, software, machinery). 

3. Development and Maturity 

• Capabilities can be developed, enhanced, or optimized through training, investment, process improvement, or technological upgrades. 
• Maturity models (e.g., Capability Maturity Model Integration, CMMI) often assess how well-defined and repeatable capabilities are within an organization. 

4. Context Dependency 

• Capabilities are often context-specific. For example: 
  • A sports team’s capability to win a championship depends on teamwork, strategy, and physical conditioning. 
  • A country’s cybersecurity capability relies on technical infrastructure, policy, and skilled personnel. 
  • Synonyms and Related Terms: Ability, capacity, competence, proficiency, potential, faculty, aptitude. 

Example in Practice

In business, a company’s “digital capability” might involve its ability to leverage data analytics, cloud computing, and digital tools to drive innovation and customer engagement. This definition highlights capability as a dynamic, multifaceted concept that underscores the foundation for effectiveness and adaptability in various domains.

In the context of a capability model, “capability” refers to a distinct core ability or skill that is essential for an organization, team, or system to achieve its objectives. The concept under discussion is a foundational element that delineates the competencies required for effective functioning within a given context (e.g., customer service, innovation, or supply chain management). It prioritizes the attainment of desired outcomes over the mere execution of processes.

Simple example: A company’s “digital marketing capability” = its ability to use online tools to engage customers effectively.

Here are common capabilities in a business capability model (organized simply by category): 

Core Business Capabilities 

• Customer Management 
• Acquiring customers, retaining them, and providing support.   Product/Service Delivery 
• Designing, developing, and delivering products or services. 
• Operations 
• Supply chain management, production, and logistics. 
• Sales and Marketing 
• Promoting offerings, generating leads, and closing deals. 
• Finance and Accounting 
• Budgeting, financial reporting, and managing cash flow. 

Supporting Capabilities 

• Human Resources (HR) – Hiring, training, and managing employees. 
• Technology and IT – Managing systems, data, and digital infrastructure. 
• Legal and Compliance – Ensuring regulatory adherence and legal operations. 
• Procurement – Sourcing materials, negotiating contracts, and vendor management. 
• Risk Management – Identifying and mitigating business risks. 

Strategic Capabilities 

• Innovation – Developing new ideas, products, or business models. 
• Agility/Adaptability – Responding quickly to market changes or disruptions. 
• Leadership and Strategy – Setting vision, goals, and guiding the organization. 
• Brand and Reputation Management – Building and protecting the company’s image. 

Example in a Retail Business 

• Inventory Management (Operations capability). 
• E-commerce Platform Management (Technology capability). 
• Store Operations (Core delivery capability). 

These capabilities focus on what the business does (not how or where) to stay organized and aligned with goals.

The following list contains common capabilities in an IT-related capability model, which are organized by function and role:

Core Technical Capabilities 

• Application Development & Maintenance – Building, deploying, and updating software applications (e.g., custom apps, SaaS solutions). 
• Infrastructure Management – Managing servers, networks, cloud platforms (AWS, Azure), and hardware (e.g., virtualization, data centers). 
• Data Management & Analytics – Collecting, storing, securing, and analyzing data (e.g., BI tools, data lakes, AI/ML modeling). 
• Cybersecurity – Protecting systems, data, and networks from threats (e.g., firewalls, encryption, threat detection). 
• IT Operations (ITOps) – Ensuring daily IT service delivery (e.g., helpdesk, system monitoring, incident management). 

Digital & Emerging Technologies 

• Cloud Computing – Migrations, cloud-native development, and managed cloud services. 
• DevOps & Agile Practices – Collaborative software development, continuous integration (CI/CD), and automation. 
• Artificial Intelligence (AI) & Machine Learning (ML) – Developing and deploying AI/ML models (e.g., chatbots, predictive analytics). 
• Internet of Things (IoT) – Managing connected devices, sensors, and IoT ecosystems. 
• Digital Transformation – Aligning technology with business goals to drive innovation (e.g., process automation, customer experience upgrades). 

Supporting Capabilities 

• IT Strategy & Governance – Aligning IT goals with business objectives, policy-making, and regulatory compliance (e.g., GDPR, ISO). 
• Project & Portfolio Management – Delivering IT projects on time/budget and managing project portfolios. 
• Vendor & Supplier Management – Partnering with tech vendors (e.g., software licenses, cloud providers) and negotiating contracts. 
• Training & Skills Development – Upskilling teams on new technologies (e.g., cybersecurity training, cloud certifications). 
• Service Management (ITSM) – Designing and optimizing IT services using frameworks like ITIL or COBIT. 

Enterprise Architecture (EA) 

• Enterprise Architecture Planning – Ensuring alignment between technology, processes, and business strategy.
• Enterprise Solution Architecture – Mapping technical solutions to strategic directions and business needs. 
•  Technical Architecture – Designing scalable systems, APIs, and integration layers (e.g., Microservices, SOA). 

Example in a Tech Company 

• API Management – Enabling seamless data exchange between systems. 
• Containerization & Orchestration  – e.g., Docker, Kubernetes for app deployment. 
• Disaster Recovery & Business Continuity – Ensuring systems recover from outages. 

Key Focus 

IT capability models prioritize technology-driven outcomes (e.g., scalability, security, efficiency) and often align with frameworks like TOGAF or Zachman Framework. The primary focus of these professionals is on the potential of information technology to facilitate business success, rather than on the execution of technical tasks.

An IT service is defined as a combination of IT resources, processes, and people designed to deliver specific business value or meet a business need. The emphasis is placed on attaining specific outcomes, such as enhancing productivity, ensuring security, or optimizing efficiency, rather than merely examining technical features.

Key Elements: 

• Technology: Tools, systems, or infrastructure (e.g., cloud storage, software apps, networks). 
• Processes: Repeatable workflows (e.g., incident management, software updates). 
• People: Teams that design, deliver, or support the service (e.g., IT admins, helpdesk staff). 

Examples: 

• Cloud computing services (e.g., AWS EC2, Microsoft 365). 
• Cybersecurity services (e.g., threat monitoring, VPN access). 
• Business applications (e.g., ERP systems, customer portal). 
• IT support services (e.g., helpdesk, remote troubleshooting). 

Focus: 

The management of IT services frequently entails the utilization of frameworks such as ITIL (IT Infrastructure Library), with the objective of ensuring reliability, cost-effectiveness, and alignment with business objectives.

In a service-oriented architecture (SOA), IT services are defined as self-contained, reusable components that perform specific business functions and can be dynamically combined to create larger applications or processes. The aforementioned services have been designed to be loosely coupled, meaning that they operate independently and interact via standardized interfaces (e.g., APIs), regardless of their underlying technology or location.

Key Characteristics of IT Services in SOA: 

1. Reusability – Services are built to be shared across multiple applications (e.g., a “customer lookup” service used by both a website and a mobile app). 
2. Standardized Interfaces – Services communicate via APIs and protocols like REST (Representational State Transfer) and use formats like XML or JSON. 
3. Loose Coupling – Changes to one service (e.g., updating a pricing calculation) don’t disrupt other services that depend on it. 
4. Abstraction – Services hide internal complexity (e.g., code or databases) and expose only their functionality (e.g., “process an order”). 
5. Autonomy – Each service is independently deployable, scalable, and manageable (e.g., a “payment processing” service can run on its own server). 

Common Examples of IT Services in SOA: 

• Customer Management Service: Handles customer data lookup, creation, or updates. 
• Order Processing Service: Manages order placement, inventory checks, and fulfillment workflows. 
• Payment Service: Integrates with payment gateways to process transactions. 
• Inventory Service: Tracks product availability and updates stock levels. 
• Notification Service: Sends emails/SMS alerts (e.g., order confirmations). 

How They Work in SOA: 

• Orchestration/Choreography: Services are combined (e.g., “Order Placement” might chain the Order Processing, Inventory, and Payment services). 
• Service Registry: A directory lists available services for discovery by other components. 
• Middleware: Tools like Message Bus manage communication between services, ensuring data translation and routing. 

Difference from Traditional IT Services: 

• In SOA, “services” are specifically designed for modular integration (vs. monolithic applications). For example:
  • A traditional CRM might be a single app, but in SOA, CRM functionality is broken into services (e.g., “contact management,” “lead tracking”) that can integrate with other systems (e.g., email marketing tools). 

Why It Matters: 

SOA facilitates agility, allowing for the expeditious assembly of novel applications from existing services, and scalability, enabling the augmentation of individual services without the necessity of reengineering the entire system. It serves as a foundational element for contemporary architectures, such as microservices, which represent a more granular iteration of SOA.

The following table a comparison of IT services in a general sense vs. IT services in a service-oriented architecture (SOA), focusing on their definitions, design principles, and use cases:

Key Points

SOA services are a type of IT service, but they have stricter design rules. These rules make it easier to integrate and adapt to change. For example, a general “payment service” might be a standalone tool, while a SOA payment service is built to plug into any system that needs it, using standardized APIs

General IT services are about making the business more valuable through technology. SOA-focused IT services are about designing those services to be modular, reusable, and interoperable as part of a larger architectural strategy.

Here’s a simple comparison between capability and IT service based on their definitions, focus, and role in an organization:

Key Points:

Capabilities are broader and may include non-IT elements (e.g., people, processes), while IT services are specifically technology-driven.

Capabilities are about what the organization needs to do (strategic goals).

IT services are about how technology helps do it (tactical tools).

In the world of IT management and architecture, IT resources (also called “IT sources”) and IT services are closely related but different ideas. Here’s what their relationship looked like:

Definition of IT Resources (IT Sources)

IT resources are the underlying components that enable the delivery of IT services. They include:

• Hardware: Servers, storage devices, network equipment, endpoints (e.g., laptops).
• Software: Applications, operating systems, databases, middleware.
• Data: Information assets (e.g., customer records, transaction data).
• People: IT staff (e.g., engineers, developers, support teams).
• Infrastructure: Cloud platforms, data centers, connectivity (e.g., Wi-Fi, VPN).
• Financial Resources: Budgets allocated for IT operations or projects.

Definition of IT Services

IT services are value-driven offerings that combine IT resources to solve specific business needs. They are the end result of orchestrating resources and are designed to deliver outcomes like:

• Improved productivity (e.g., collaboration tools).
• Enhanced security (e.g., threat detection services).
• Business process automation (e.g., payroll processing).
• Customer support (e.g., helpdesk services).

Core Relationship: Resources Enable Services

IT resources are the building blocks that make IT services possible. Without resources, services cannot exist. Here’s how they interact:

A. Resources as Inputs to Services

• Hardware/Software: A cloud storage service (e.g., Dropbox) relies on servers, storage arrays, and file management software.
• Data: A customer analytics service uses customer data (resource) to generate insights (service).
• People/Processes: A helpdesk service requires IT staff (resource) and incident management workflows (process, a type of resource).

B. Services Abstract Resources

• Services hide the complexity of underlying resources. For example:
  • A user accessing “email service” (e.g., Gmail) doesn’t interact directly with servers, databases, or network infrastructure (resources) — they only engage with the service’s interface.
• This abstraction allows businesses to focus on value (e.g., “send/receive emails”) rather than technical details (e.g., “manage email servers”).

C. Resource Orchestration

• IT services require coordination of multiple resources:
  • A “virtual meeting service” (e.g., Zoom) combines:
    • Hardware: Cloud servers for video processing.
    • Software: Video conferencing apps, backend APIs.
    • Data: User accounts, meeting recordings.
    • People: Engineers maintaining the platform, support teams.
    • Infrastructure: Global network connectivity.

D. Resource Optimization via Services

• Services often optimize resource utilization. For example:
  • A “server virtualization service” consolidates physical servers (resource) into virtual machines, reducing hardware costs and improving efficiency.
  • Cloud services (e.g., AWS EC2) allow businesses to scale resources (e.g., CPU, storage) on demand, aligning with service usage.

Key Differences

Why the Distinction Matters

• Service Management: Frameworks like ITIL focus on managing services (e.g., incident management, service level agreements) rather than individual resources.
• Cost Management: Resources are often treated as cost centers, while services are evaluated for their ROI (e.g., “Does this service justify the resources invested?”).
• Agility: Modular services can be updated or scaled by reallocating resources (e.g., moving a service to the cloud reduces reliance on on-premises hardware resources).

Summary

The relationship is hierarchical: Resources enable services, and services abstract resources to deliver business outcomes. This distinction is critical for effective IT governance, cost optimization, and alignment with organizational goals.

IT resources are the infrastructure, tools, and people that power IT operations.

IT services are the value-added outputs created by combining and managing these resources.

Capability specification is imperative in the context of IT architecture, as it serves to facilitate a symbiotic relationship between the overarching business objectives and the technical implementation mechanisms. The following is a succinct explanation of its significance:

1. Aligns Business Needs with Technology 

• Defines what the organization needs to do (e.g., “process customer data securely”) before deciding how (e.g., which tools or systems). 
• Prevents building tech solutions that don’t solve real business problems. 

2. Drives Prioritization and Roadmaps 

• Helps identify gaps (e.g., missing capabilities like AI-driven analytics) and prioritize investments (e.g., “build a data lake before scaling ML models”). 
• Informs IT roadmaps by focusing on capabilities required for short/long-term goals (e.g., digital transformation). 

3. Enables Scalability and Flexibility 

• Specifies modular capabilities (e.g., “API integration” or “cloud scalability”) that can adapt to changing needs (e.g., new markets, regulations). 
• Avoids rigid architectures that trap the business in legacy systems. 

4. Facilitates Governance and Compliance 

• Embeds requirements like security, compliance, or performance into capabilities (e.g., “GDPR-compliant data storage”). 
• Ensures technology choices (e.g., tools, vendors) meet regulatory and operational standards. 

5. Improves Stakeholder Communication 

• Translates technical jargon into business-friendly terms (e.g., “customer self-service capability” instead of “portal development”). 
• Helps leaders, architects, and teams agree on goals (e.g., “boost mobile app usability”) without debating tools prematurely. 

6. Reduces Waste and Redundancy 

• Prevents redundant systems (e.g., two tools for the same capability like “email marketing”). 
• Ensures capabilities are reusable (e.g., a single “data analytics” capability shared across departments). 

Example in Action 

• Business Goal: “Launch a personalized customer app.” 
• Capability Specification: Define “user behavior tracking” and “real-time data processing” as required capabilities. 
• IT Architecture Response: Design a microservices-based backend (how) to support these capabilities, ensuring scalability and integration with existing CRM systems. 

Key Points 

Without capability specification, IT architecture risks becoming a collection of disconnected tools. By focusing on what the business must achieve, it ensures technology is a strategic enabler—not just a set of projects.

The interplay among capability, motivation, and performance constitutes a foundational concept in psychology, management, and organizational behavior. These three elements are interdependent and are often modeled as key drivers of individual or team effectiveness. The following section presents a comprehensive analysis of the aforementioned interplay:

The Basic Framework: Capability × Motivation = Performance 

A widely accepted model posits that performance is a function of both capability and motivation.

• Capability (or ability) refers to the skills, knowledge, and resources required to perform a task. 
• Motivation is the internal or external drive to exert effort toward achieving a goal. 

Key Implications: 

• Low Capability + Low Motivation: Results in poor performance (e.g., an employee lacks training and feels unengaged). 
• High Capability + Low Motivation: Leads to underperformance (e.g., a skilled worker who is complacent or demotivated). 
• Low Capability + High Motivation: May produce effort but limited results (e.g., an enthusiastic but untrained team member). 
• High Capability + High Motivation: Drives optimal performance (e.g., a skilled, engaged employee aligned with organizational goals). 

The Dynamics Between Capability and Motivation 

How Capability Influences Motivation 

Competence and Self-Efficacy: 

• High capability often builds self-efficacy (confidence in one’s ability to succeed), which boosts intrinsic motivation. For example, a musician who masters an instrument is more motivated to perform. 
• Low capability can erode motivation through frustration or feelings of incompetence (e.g., a student struggling with math may lose interest in the subject). 

Skill-Complexity Match: 

• Motivation is highest when tasks are appropriately challenging—not too easy (leading to boredom) or too difficult (leading to anxiety). This aligns with Flow Theory, where capability and challenge are balanced. 

How Motivation Influences Capability 

Effort and Learning: 

• High motivation can drive individuals to build capability through practice, training, or problem-solving. For example, a motivated employee may voluntarily seek out new skills to excel at their job. 
• Conversely, low motivation can limit the willingness to invest effort in skill development (e.g., a demotivated student may skip studying, reinforcing low capability). 
• Perseverance Through Challenges:  Motivated individuals are more likely to persist through obstacles, which can enhance capability over time (e.g., grit and resilience in mastering a difficult skill). 

Organizational and Environmental Factors 

In real-world contexts, the relationship between capability, motivation, and performance is influenced by external factors.

Resource Availability (Part of Capability) 

• Lack of tools, training, or time (i.e., low capability due to systemic gaps) can demotivate even highly motivated individuals. For example, a teacher with innovative ideas but no access to materials may lose motivation. 
• Conversely, resource-rich environments (e.g., funding, mentorship) can amplify both capability and motivation. 

Incentives and Feedback (Influencing Motivation) 

• Extrinsic motivators (e.g., bonuses, recognition) can temporarily boost motivation, but their impact depends on underlying capability. A salesperson with poor product knowledge may not benefit from commission incentives. 
• Constructive feedback can enhance both: it improves capability by identifying gaps and motivates by showing investment in an individual’s growth. 

Cultural Norms 

• A culture that values capability development (e.g., “growth mindset”) fosters motivation by making skill-building a priority. 
• A punitive culture (e.g., fear of failure) can suppress motivation, even in capable individuals, by discouraging risk-taking or innovation. 

Applications in Practice 

Leadership and Management 

• Assess Gaps: Identify whether performance issues stem from capability (e.g., need for training) or motivation (e.g., poor engagement, misaligned goals). 
• Tailor Interventions: 
  • Capability Gaps: Provide training, resources, or mentorship. 
  • Motivation Gaps: Clarify goals, offer incentives, or improve work conditions (e.g., autonomy, purpose). 
• Balance Challenge and Support: Ensure tasks are challenging enough to sustain motivation but not so difficult that they overwhelm capability. 

Personal Development 

• Self-Awareness: Recognize whether low performance stems from lacking skills (capability) or lacking drive (motivation). 
• Strategic Effort: Invest in skill-building when capability is the barrier, or re-align goals/values when motivation is low (e.g., setting meaningful objectives to reignite passion). 

Team Dynamics 

• Diverse teams blend capabilities (e.g., technical expertise, creativity) and motivations (e.g., ambition, collaboration). Leaders must harmonize these to maximize collective performance. 

Potential Pitfalls 

• Assuming Motivation Equals Capability: Even highly motivated individuals may struggle without adequate training or resources. 
• Ignoring Emotional Factors: Burnout, stress, or personal issues can drain motivation, even in highly capable individuals. 
• Static vs. Dynamic Views: Capability and motivation are not fixed; they evolve with experience, feedback, and environmental changes. 

Summary

Capability and motivation are complementary drivers of performance, with each reinforcing or constraining the other. While capability provides the “what” and “how” of execution, motivation provides the “why” and “will.” In order to achieve and maintain a state of excellence, both organizations and individuals must cultivate both competencies and a culture that motivates and rewards effort. As the model posits, the neglect of either element results in suboptimal outcomes, whereas their alignment fosters a robust framework for success.

Mapping capabilities to IT services (and vice versa) in a many-to-many relationship requires a structured, business-driven approach to ensure alignment between strategic goals and technical solutions. Below is a step-by-step framework to achieve this, along with tools and best practices:

1. Define Scope and Objectives

Goal: Clarify why the mapping is needed (e.g., digital transformation, cost optimization, service rationalization).

• Questions to Address:
  • What capabilities are critical to the business (e.g., “customer personalization,” “real-time inventory management”)?
  • Which IT services currently exist, and which are planned?
  • How do stakeholders (business leaders, IT teams) measure success?

2. Catalog Capabilities and IT Services

A. Catalog Business Capabilities

• What is a Capability?A high-level, strategic ability (e.g., “supply chain resilience,” “omnichannel customer engagement”), or an ESA level architectural level service?
• How to Catalog:
  • Use a capability map (e.g., component model framework to organize capabilities into domains (e.g., Mobile, Operations).
  • Example Capability Catalog:

B. Catalog IT Services

• What is an IT Service?A technical offering (e.g., “CRM system,” “cloud storage,” “IoT data platform”).
• How to Catalog:
  • Use an IT service catalog (e.g., tools like ServiceNow, Jira Service Management) to list services with details (owner, cost, dependencies).
  • Example IT Service Catalog:

3. Establish a Many-to-Many Mapping Framework

Use a capability-service matrix (or “traceability matrix”) to document relationships. This is a table where rows = capabilities and columns = IT services, with cells indicating the nature of the relationship.

Example Matrix:

Key Symbols/Notations:

• Primary: The service is essential to delivering the capability.
• Supporting: The service indirectly enables the capability.
• ❌: No direct relationship.

4. Define Relationship Strength and Dependencies

• Primary vs. Supporting Relationships:
  • Primary: The capability cannot exist without the service (e.g., “Customer Acquisition” relies primarily on Salesforce CRM).
  • Supporting: The service enhances the capability but is not essential (e.g., AWS Cloud supports “Customer Retention” by hosting CRM data).
• Dependencies:
  • Note if a service depends on another service (e.g., “Power BI” relies on “IoT Data Lake” for raw data).
  • Use tools like dependency maps (e.g., Visio, Lucidchart) to visualize chains of relationships.

5. Prioritize and Validate with Stakeholders

• Business-Driven Prioritization:
  • Rank capabilities by strategic importance (e.g., “Customer Retention” is a top priority for growth).
  • For high-priority capabilities, ensure primary services are well-supported and aligned with SLAs.
• IT-Driven Validation:
  • Verify that services mapped to capabilities are cost-effective and scalable (e.g., “Can AWS Cloud handle future data growth for Inventory Management?”).
• Stakeholder Workshops:
  • Collaborate with business owners (e.g., VP of Sales) and IT teams to refine the matrix.
  • Example Question: “Does the Customer Portal service adequately support our Customer Retention capability, or do we need additional features?”

6. Maintain and Update the Mapping

• Use a Centralized Tool:
  • Store the matrix in a shared platform (e.g., Confluence, SharePoint) or use enterprise architecture (EA) tools like Enterprise Architect or APM tools (e.g., CA PAM) for dynamic updates.
• Trigger for Updates:
  • When a new capability emerges (e.g., “AI-driven fraud detection”).
  • When an IT service is retired, upgraded, or replaced (e.g., migrating from on-premises CRM to Salesforce).
• Regular Reviews:
  • Schedule quarterly or annual reviews to ensure the mapping remains aligned with business strategy and technology changes.

7. Tools and Frameworks to Facilitate Mapping

8. Example Scenario: Mapping “Real-Time Analytics” Capability

1. Capability: Real-time analytics for supply chain optimization.
2. Primary IT Services:
   1. IoT Data Lake (ingests real-time sensor data).
   1. Power BI (generates live dashboards).
3. Supporting Services:
   1. AWS Cloud (hosts data lake and analytics tools).
   1. Cybersecurity Suite (secures data in transit/at rest).
4. Validation:
   1. Ensure the IoT Data Lake can handle high-volume sensor data.
   1. Confirm Power BI dashboards are accessible to supply chain managers.

Key Challenges and Mitigation

• Overcomplicating Relationships: Keep the matrix focused on primary and essential supporting relationships to avoid clutter.
• Stakeholder Alignment: Use workshops to resolve disagreements (e.g., business teams may underestimate service dependencies).
• Scalability: For large enterprises, adopt EA tools to manage complex mappings across departments.

Summary

The best approach to map capabilities to IT services in a many-to-many relationship is:

• Catalog systematically: Use clear taxonomies for capabilities and services.
• Prioritize strategically: Align with business goals and validate with stakeholders.
• Leverage tools: Use matrices, EA frameworks, architectural modeling, and collaboration platforms to maintain clarity.
• Iterate continuously: Update the mapping as the business and technology evolve.

This ensures that IT services are not just technical tools but strategic enablers of organizational capabilities, driving efficiency and innovation.