Many organizations treat capability mapping as a one-time exercise. Teams define lists of capabilities and group them into categories such as core, enabling, or strategic. But once the map is complete, it rarely informs structural or investment decisions. Leaders continue allocating resources and designing jobs with only cursory reference to the capability model. This gap persists because capabilities, by themselves, are not operational. They describe potential, not execution.
To make capabilities meaningful, they must be tied to the specific activities that represent them. Only then can leaders see whether the organization’s structure, cost, and effort actually align with its stated strengths. Without this connection, capability mapping stays conceptual, insightful in theory, but irrelevant to decisions about work, value, and performance.
Why This Connection Matters
In organization design, Target Operating Models (TOMs) provide the strategic context for capabilities, but capabilities quickly become part of the everyday language of the enterprise. Unfortunately, despite their obvious importance, methods for reliably measuring capabilities have been largely unsuccessful. The key to correcting this lies in activities.
When structured properly, activities reveal what the organization is actually designed to do, not just what it hopes to achieve. They provide the missing link between strategy and execution, showing where work, cost, and value truly reside. By connecting capabilities to the activities that express them, leaders can measure whether the organization’s effort and investment align with its stated priorities. Without this connection, capability maps remain conceptual, and their potential to guide real decisions is lost.
How Orgsure Bridges the Gap
Orgsure was designed in-part to close this gap. It links every activity in the organization to a capability group and specific capability, then connects each capability to one or more strategy types. This structure creates a direct line of sight from strategy to work. Orgsure includes 13 strategy types, which serve as the connective layer between operational data and strategic intent. Because strategic objectives can also be linked to these same strategy types, the system allows organizations to measure not only how work supports capabilities but also how capabilities and activities collectively support the objectives they are meant to achieve. In other words, Orgsure translates abstract strategy into measurable operational reality.
The system measures FTE, cost, and value associated with every capability, enabling users to see exactly how much organizational effort and investment support each one. Leaders can test whether the distribution of work matches the organization’s stated priorities, and whether the return on that investment aligns with strategic importance. If a strategic capability shows limited activity or declining value, Orgsure surfaces the imbalance. If a support capability consumes a disproportionate share of FTEs or pay, the system highlights inefficiency. By grounding capability mapping in activity-level data and linking both to strategy types, Orgsure transforms it from a static diagram into a working model of how strategy is executed.
The Core Insight
Capabilities are only meaningful when they connect to the work that expresses them. Orgsure creates that connection by linking activities to capabilities, and capabilities to strategy types that tie directly to organizational objectives. This framework makes capabilities measurable in terms of FTE, cost, and value, turning conceptual maps into operational intelligence. It helps leaders see where the organization’s effort and investment truly reside, and whether those patterns match the strategy they are meant to serve.
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Un horaire flexible signifie bien plus qu’un simple aménagement : il incarne une nouvelle manière de concevoir le temps de travail. Ces dernières années ont vu l’adoption croissante de concepts novateurs tels que les horaires flexibles, aussi appelés flexitime.
