The Private Equity Business Capabilities Map is a customizable, comprehensive, and in-depth set of business capabilities that capture the essence of what a Private Equity Company does. It will help companies gain a holistic perspective of their business at a foundational level and provide a business blueprint for many valuable purposes. The Private Equity capabilities map comprises 330 capabilities across three levels.

Private Equity Business Capabilities Map Deliverables:

The Private Equity industry business capabilities model comprises ~330 capabilities across three levels and includes the following editable artifacts:

• An Excel spreadsheet with the grouping of capabilities.
• A PowerPoint format with the top two levels presented in a nested visualization.
• A Word document with capabilities in a multilevel list format.
• Capability Definitions (at Level 3)
• Capability KPIs (Key Performance Indicators) (at Level 2)

(Note: As the Private Equity business capabilities map is a digital deliverable, we do not accept returns or issue refunds. So, please read the product description and the terms carefully before purchasing.)

Watch a Private Equity Capabilities Intro Video

The Private Equity business capabilities map is a set of multilevel and granular business capabilities primarily focusing on the core industry-specific value chain but also decomposes the horizontal shared services.

The Private Equity business capabilities model is a must-have tool for business architects, enterprise architects, business and technology leaders, and project teams to fathom the nuances of the industry’s core, context, and commodity capabilities.

The Strategic Imperative for Private Equity Transformation:

Private equity (PE) companies must transform to stay competitive and relevant in today’s constantly changing and increasingly complex investment environment. Several factors necessitate this transformation:

1. Evolving investor preferences: Investors increasingly seek transparency, customized solutions, and a focus on environmental, social, and governance (ESG) criteria. PE firms must adapt to these preferences to attract and retain limited partners.
2. Changing expectations of Portfolio Companies/Acquisition targets: Today, portfolio companies’ needs and expectations differ from before as they need expertise in navigating the digital and cognitive world. Similarly, potential acquisition targets will evaluate the strengths of PE firms in new capability areas before accepting an offer.
3. Technological advancements: The rise of artificial intelligence, machine learning, and big data analytics has transformed how investments are sourced, evaluated, and managed. PE firms must embrace these technologies to improve deal sourcing, due diligence, portfolio management, and exit strategies.
4. Regulatory pressures: As regulators worldwide impose stricter requirements on transparency, risk management, and reporting, PE firms must adopt technology-enabled solutions to ensure compliance and maintain a competitive edge.
5. Increased competition: The growing number of PE firms and the rise of alternative investment platforms and strategies have intensified competition for deals and limited partners’ capital. PE firms must differentiate themselves and offer unique value propositions to stay relevant.
6. Fee pressures: As fee structures come under scrutiny, PE firms must deliver superior performance to justify their fees and explore alternative fee arrangements to align their interests with those of their limited partners.
7. Market complexity and globalization: As global markets become more interconnected and complex, PE firms must develop expertise in managing investments across various industries, regions, and economic cycles to capitalize on market opportunities and generate attractive returns.

Business Capabilities are a Cornerstone for Transformation

To successfully transform a Private Equity company, it is essential to establish a structurally strong foundation to support change and innovation over time. This is where business architecture and business capabilities come into play. Business architecture is creating a structured model, including an abstraction of its operations, functions, systems, and resources. This model can help enterprises understand how their business operates, identify inefficiencies, and develop a plan to optimize and streamline operations. In addition, by creating a clear picture of their business architecture, companies can better understand how different business units and functions interact and how changes in one business area can impact other areas.

Business capabilities encapsulate and abstract the functions, skills, and resources a company needs to execute its business strategy successfully. By defining and organizing their business capabilities, companies can identify gaps and redundancies and develop a roadmap to address them. This helps ensure the firm has the necessary resources to execute its strategy and drive innovation over time.

Business architecture and capabilities provide firms with a framework to assess and optimize their operations, reduce costs, and drive innovation. By taking a structured approach to transformation, enterprises can build a foundation capable of supporting ongoing change and adaptation and position themselves for success in a rapidly evolving industry.

(NOTE: The current product provides a comprehensive business capability model. It does not include other business architecture artifacts.)

How to Use the Private Equity Capabilities Map?

A business capabilities map is a fundamental and foundational deliverable in the business architecture continuum. The Capstera Private Equity capabilities model encapsulates end-to-end aspects of the business with a detailed, multilevel capabilities list.

There are several benefits from business capabilities, including, among others:

• Foster alignment between business and IT using capabilities as an everyday language.
• Capabilities are a structurally sound and internally coherent abstraction of business functions.
• A capability-based roadmap eliminates redundancy and replication and focuses on capability evolution.
• Juxtaposing capabilities and systems/applications provide a footprint analysis and can lead to better application portfolio rationalization decisions.

The Private Equity business capabilities map decomposes components up to three levels. Created by business architects and industry domain experts, the capabilities list is detailed, in-depth, and conforms to the construct of MECE (mutually exclusive and collectively exhaustive).

Who should use the Capabilities Matrix?

The Private Equity business capabilities matrix is a generic model; hence, it is a starting point, not the final product. (Please note that a generic map covering multiple areas will not be specific to your specific company or business model; that is where our professional services can help customize and detail the capability model. Or you can modify and tailor it to your needs internally.) The primary users encompass:

• Business architects and enterprise architects.
• Leaders focused on business transformation.
• Product and program managers enabling capabilities.

Why Purchase a Business Capabilities Map?

Defining business capabilities from a blank slate takes time and effort and delays time to value. Instead, a pre-built and customizable business capability map helps provide 60-80% of capabilities allowing internal teams to focus on what is missing or unique to their companies.

And the cost is less than an inexpensive team dinner or the loaded cost of 4-5 team members brainstorming for an hour.

And far less than the deliverables consulting firms produce at over $100,000 or more, and compared to that number, the cost of our capabilities models is a fraction (a rounding error.)

Even if you already have a capability map, you could use our version to compare, validate, and potentially include missing capabilities.

A Note About the Artifacts:

• Business Capabilities Matrix: A functional area occupies one box in many business capability maps. Some may wonder why we decomposed the capabilities into 100X or more capabilities. We humbly submit that one box or entry in a one-page diagram is Wall Art, not an implementation tool. Decomposing capabilities into a nested list of granular items will help understand a capability’s depth, breadth, scope, and importance. It is also possible that some capabilities in our matrix may not be relevant to you. Similarly, we may have captured and documented some relevant and essential capabilities of your firm.
• Capability Definitions: We include capability definitions at Level 3. Please feel free to modify it to your company’s needs.
• Capability KPIs (Key Performance Indicators): We added a few KPIs for capabilities (mostly at Level 2) to get you started. You may not measure these KPIs in your company and have an entirely different set of metrics. Again, use them as a springboard, and not debate the applicability to your firm.

Provisos:

• We cannot accept refunds or returns as the products are digital deliverables.
• Please realize that a generic capability model may or may not be entirely applicable in some circumstances.
• We do not offer any implied or explicit warranties, and it is sold on an as-is basis.
• The sale does not include customization or implementation help.
• Please review our standard Ecommerce Store Terms and Conditions.