CAP Framework-to-value Connection matrix
This matrix illustrates how each dimension of the CAP Framework drives specific organizational outcomes, showing the strength of connection between framework components and value areas
| Transformation Success Successful completion of strategic change initiatives with intended outcomes | Capability Growth Accelerated development of organizational skills and competencies | Investment Returns Enhanced financial return on transformation investments | Competitive Edge Building sustainable advantages that competitors cannot easily replicate | Organizational Resilience Ability to withstand and quickly recover from disruptions | |
|---|---|---|---|---|---|
| Competency | |||||
| Accessibility | |||||
| Potentiation |
Key Value Connections
- Transformation Success is primarily driven by Technical Competency, ensuring sound methods and approaches.
- Capability Growth accelerates through Potentiation, particularly when capabilities are sequenced to build upon each other.
- Investment Returns increase via Accessibility, especially when knowledge flows efficiently to decision-makers.
- Competitive Edge develops most strongly from Potentiation, creating capabilities competitors cannot easily replicate.
- Organizational Resilience is strengthened through Potentiation, establishing self-reinforcing capability ecosystems.
How to Use This Matrix
Identify your organization's most critical value outcomes, then focus transformation efforts on the CAP dimensions that most strongly drive those outcomes. For example, if Investment Returns are your primary concern, prioritize Accessibility improvements, particularly around decision rights and information flow.
For optimal results, note where dimensions intersect to create compound effects. A balanced approach across all three dimensions will ultimately deliver the most sustainable transformation results.
About This Data
The connection strengths represented in this matrix are derived from analysis of over 50 organizational transformation initiatives across multiple industries. They reflect observed patterns of causality between CAP Framework implementation and measurable value outcomes. Individual results may vary based on organizational context, implementation quality, and external factors.