In the OGBA framework, a business capability is defined by what it does (its outcomes and services), not how it is implemented (technology, algorithms) or who performs it (organizational structure). Defining it by the business outcomes and value streams ensures it remains stable and guides subsequent solution architecture without being overly prescriptive.

The statement is a strategic business driver and objective. In the TOGAF ADM, drivers are key inputs that shape architecture requirements, help identify gaps between baseline and target, and ensure the architecture aligns with strategic direction. It is a ‘what’ (goal) that informs the ‘how’ (architecture), not a service, solution, or direct application mapping.

Value streams describe how an enterprise creates value for its stakeholders. The core of this modeling is to identify the value-adding activities that transform inputs into outputs that are worth more to the stakeholder (e.g., the customer). This focuses on the business logic and flow of value, not on technical implementation, staffing, or system-level integration details.

These are classic examples of Human Resources (HR) capabilities. A key principle in Business Architecture is to show how capabilities enable value streams. Therefore, the architect should establish how these HR capabilities support value streams like ‘Recruit to Retire’ or ‘Manage Employee Performance,’ demonstrating how the business uses these abilities to create value for the organization and its employees.

Identifying gaps between the Baseline and Target Architecture is a key output of the Architecture Definition Document. The proper process is to formally document these gaps and derive requirements from them. These requirements then feed into subsequent ADM phases (like Opportunities & Solutions and Migration Planning) where solutions (which could be people, process, or technology) are identified and sequenced. Jumping straight to a solution (procurement, reorganization) bypasses the structured analysis and planning of the ADM.

An information map in Business Architecture focuses on the business perspective of information. The goal is to create a shared understanding. Therefore, defining the core semantics (what the order *means* to the business) and its conceptual relationships (e.g., an Order is *placed by* a Customer and *contains* Products) is essential. Technical implementation details (schema, storage, UI) are concerns for downstream solution architecture.

A core principle of business capabilities is that they are stable and abstract from implementation. They define *what* a business does, not *how* it is done. Mapping them only to current systems locks the architecture into the current implementation and hinders transformation. The correct guidance is to explain that capabilities are realized by resources (people, process, tech) and that the mapping to specific applications is a separate, valuable view that shows one possible *how* for the *what*.

For a holistic Business Architecture in TOGAF, the recommended core techniques are: 1) Business Capability Maps (what the business does), 2) Value Stream Maps (how it delivers value), and 3) Information Maps (what it needs to know). This combination covers the key aspects (capabilities, value, and information) in a way that is accessible to business stakeholders. Organization charts show structure, while process flows and technical diagrams are more detailed and often belong to subsequent phases.

The inconsistency and inefficiency in performing the activity point to a weakness or deficiency in the underlying business capability (likely ‘Accounts Payable’ or ‘Supplier Management’). The capability is not being effectively or uniformly executed. This is an architectural gap identified at the business layer. While the solution might involve process standardization (a business service) or organizational change, the root architectural issue is the deficient capability.

In the OGBA framework, a business capability is defined by what it does (its outcomes and services), not how it is implemented (technology, algorithms) or who performs it (organizational structure). Defining it by the business outcomes and value streams ensures it remains stable and guides subsequent solution architecture without being overly prescriptive.0