Capabilities

Contexts can encapsulate the ownership of specific business capabilities, by centralizing the decision authority for the evolution of a capability. When the organization has defined itself in terms of a set of business capabilities, that can be used to help establish clean context boundaries, which supports crisper strategic decision making around how to "change the business". The context then owns the definition of performance of the capability (e.g. "what good looks like", or "what success looks like"), and conveys this by defining KPIs that support external accountability (e.g. to the parent context).

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Example Syntax:

"<Context A> is accountable for the performance (and strategic evolution) of <business capability X>."

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For more:

• "Playing to Win: How Strategy Really Works", AJ Lafley & Roger Martin (2013). (see "Must-Have Capabilities")
• "Zone to Win: Organizing to Compete in an Age of Disruption", Geoffrey Moore (2015). (see "Productivity Zone")