Bus Capabilities

Compendium of Business
Capability Models
Business Capability Model: Department of Human Services Australia p.2
Business Capability Model: Intel p.3
Business Capability Model: IBM’s Component Business Model p.5
Business Capability Model: Cisco’s Service Model p.7
Business Capability Model: City of Toronto p.8
Business Capability Model: First Data Corporation p.10
Business Capability Model: APQC’s Process Classification
Framework—Cross Industry p.11
© 2013 The Corporate Executive Board Company.

All Rights Reserved. EAEC6824713SYN
1
Business Capability Model: Department of Human
Services Australia
Capabilities
1. Government Agenda 2. Enterprise Direction 3. Outcomes

Planning
1.1 Policy 1.3 Budget 2.1 Innovation 2.3 Strategy 3.1 Performance
1.2 Legislation 2.2 Strategic Risk Assessment 2.4 Governance 3.2 Corporate Reporting
Transforming
Capabilities
4. Designing Change 5. Managing Change 6. Implementing Change

4.1 Requirements Management 5.1 Change 6.1 Solution Development 6.3 Implementation
Management
4.2 Service Design 6.2 Quality Assurance
7. Interactions
7.1 Channel Management 7.3 Customer Profile Management 7.5 Case Management 7.7 Service Matching
Capabilities
Operating
7.2 Customer Education 7.4 Customer Contact Management 7.6 Circumstance Management 7.8 Registration and Enrollment
8. Delivery of Services 9. Compliance and Assurance 10. Partner/Agency Arrangements

8.1 Entitlements 9.1 Customer Compliance 9.3 Program Assurance 10.1 Service Provider Relationships
8.2 P
ayments and 9.2 Service Assurance 10.2 Client Relationships
Services
Capabilities
11. Managing the Business

Enabling
11.1 Financials 11.3 Work 11.5 Facilities 11.7 Information 11.9 Audit 11.11 Risk
11.2 People 11.4 Procurement 11.6 Security 11.8 Technology 11.10 Legal 11.12 Business Disruption
Source: Department of Human Services Australia; CEB analysis.

2
Business Capability Model: Intel
1. Strategic Planning
1.1 Long-Range Market and Technology Analysis 1.3 Disruptive Technology Opportunity Assessment 1.5 A
nnual Financial Planning and
Plan of Record
1.2 Long-Range Strategic Planning 1.4 Product Line Business Planning
2. Design 3. Market to Opportunity 4. Opportunity to Order

2.1 Architecture and Technology Definition 3.1 Product Planning 4.1 Account Planning
2.2 Platform and Ingredient Lifecycle 3.2 Brand Management 4.2 Account and Contact Management
2.3 Front-End/Back-End Flow 3.3 Product Marketing and Roadmap 4.3 Opportunity Management
2.4 Pre-Silicon Validation 3.4 Campaign Management 4.4 Territory Management

Enterprise Capabilities
2.5 Post-Silicon Validation 3.5 Ecosystem and Sales Enabling 4.5 Sales Compensation Management
2.6 External Design Collateral Management 3.6 Lead Management

5. Supply Chain Management
2.7 Product Data Management 3.7 Channel Management 5.1 Revenue and Demand Management
2.8 Product Environmental Compliance 3.8 Customer Information Management 5.2 Customer Fulfillment Planning
2.9 Pre-Software Build 3.9 Pricing 5.3 Production and Supply Planning
2.10 Post-Software Build 3.10 Sales Communications
6. Manufacturing
6.1 Technology Development 6.3 Wafer Fabrication 6.5 Wafer-to-Die Conversion 6.7 Test and Finish 6.9 Non-Chip Manufacturing
6.2 Mask Creation 6.4 Wafer Etest and Sort 6.6 Assembly and Packaging 6.8 Quality Management
7. Order to Cash
7.1 Sales Order Management 7.4 Customer Invoicing 7.7 Issue Management
7.2 Finished Goods Inventory Management 7.5 Account Receivable and Collections 7.8 Service Usage Management
7.3 Order fulfillment and Distribution Services 7.6 Customer and Post-Sales Support
Source: Intel Corporation; CEB analysis.

3
Business Capability Model: Intel (continued)
8. Sourcing
8.1 Supplier Sourcing and Selection 8.3 Procure Goods and Services 8.5 Accounts Payable
8.2 Forecast Material Requirements 8.4 Plan and Manage Inventory and Warehouse
9. Finance
9.1 Investment and M&A Management 9.4 Capital Finance and Asset Accounting 9.7 Tax and Trade Compliance
9.2 Budgeting and Planning 9.5 Cost 9.8 Close and Reporting
9.3 Treasury 9.6 Revenue Reporting

Enterprise Capabilities
10. Human Capital

10.1 Recruit and Hire 10.3 Talent and Workforce Management 10.5 Learning and Development
10.2 Leadership and Workforce Engagement 10.4 Core Services and Employee Retention 10.6 Workforce Profile Management
11. Information Systems

11.1 IT Business Solutions 11.2 IT Infrastructure 11.3 IT Influence 11.4 Business Resiliency and Risk Management
12. Land, Construction, and Facilities

12.1 Facilities and Asset Planning 12.3 Facilities Operations 12.5 Physical Security and Mitigation
12.2 Construction Management 12.4 Facilities and Site EHS Compliance 12.6 Energy Cost and Consumption
13. Legal and Regulatory Compliance

13.1 General Counsel 13.3. IP Management 13.5 Competition and Litigation 13.7 Legal Compliance
13.2 Corporate Legal 13.4 Global Public Policy 13.6 Business Unit and Sales Support 13.7 Corporate Affairs
Source: Intel Corporation; CEB analysis.

4
Business Capability Model: IBM’S COMPONENT BUSINESS MODEL
1. Insight
1.1 Segment Analysis and Planning 1.4 Customer Portfolio and Analysis 1.7 Business and Resource Planning 1.10 Fixed Asset Register
1.2 Customer Behavior and Models 1.5 Acquisition Planning 1.8 Alliance and Authority Management 1.11 Business Unit Tracking
1.3 Market Research 1.6 Customer Servicing and Sales Planning 1.9 Business Architecture
2. Distribution
2.1 Sales 2.6 Advertising Campaigns 2.11 Case Handling 2.16 Self-Service Channel (ATM, Web)
2.2 Bank Teller Services 2.7 Channel/Distribution Management 2.12 Customer Contact Handler 2.17 Applications
2.3 Correspondence 2.8 Local Branch Administration 2.13 Inbound Call Center 2.18 Smart Routing
2.4 Financials Consolidation 2.9 Dialogue Handler 2.14 Services/Sales Administration
2.5 Campaign Execution 2.10 Relationship Management 2.15 Market Information
3. Manufacturing
3.1 Product Development and Deployment 3.5 Retail Securities 3.9 Merchant Operations 3.13 Product Directory
3.2 Product Management 3.6 Portfolio Trading 3.10 Rewards Management 3.14 Production and Operations Management
3.3 Marketing 3.7 Fund Management 3.11 Retail Lending (Mortgages)
3.4 Securities Market Analysis 3.8 OTC Services 3.12 Inventory Management
IBM’s Component Business Model is an industry-standard model that can be adapted and customized.
Source: Colin Henderson, “Simplifying the Business Model,” The Bankwatch, 13 September 2006, http://thebankwatch.com/2006/09/13/simplifying-the-business-model/; IBM Corporation; CEB analysis.

5
Business Capability Model: IBM’S COMPONENT BUSINESS MODEL
(continued)
4. Processing
4.1 Payments 4.8 Deposits (DDA) 4.15 Product Processing 4.22 Collateral Handling
4.2 Customer Account 4.9 Application Processing 4.16 Acquisition Administration 4.23 Custody Administration
4.3 Customer Profile 4.10 Operations Administration 4.17 Retail Portfolio Administration 4.24 Trading (Back Office)
4.4 Alliance SLA Administration 4.11 Servicing Management 4.18 Trading (Front Office) 4.25 Settlements
4.5 Document Management 4.12 Wireroom/Networking 4.19 Billing 4.26 Valuations
4.6 Product Tracking 4.13 Authorizations 4.20 Financial Capture 4.27 Confirmations Contract Notes
4.7 Reconciliations 4.14 Collections and Recovery 4.21 Statements 4.28 Contact/Event History
5. Risk/Financial Management
5.1 Credit Management 5.5 Asset and Liability Policy and Planning 5.9 Customer Credit Administration 5.13 Accounting General Ledger
5.2 Financial Control 5.6 Securitization 5.10 Business Policies and Procedures 5.14 Customer Accounting Policies
5.3 Risk Management 5.7 Loan Syndication 5.11 Audit/Assurance/Legal 5.15 C

onsolidated Book/Position
Maintenance
5.4 Treasury 5.8 Branch Cash Inventory 5.12 Finance Policies
6. Infrastructure
6.1 Human Resource Management 6.3 Facilities Operation and Maintenance 6.5 Product Assurance (Help Desk)
6.2 Systems Development and Administration 6.4 Brand Network Operations
Source: Colin Henderson, “Simplifying the Business Model,” The Bankwatch, 13 September 2006, http://thebankwatch.com/2006/09/13/simplifying-the-business-model/; IBM Corporation; CEB analysis.

6
Business Capability Model: CISCO’S SERVICE MODEL
Business Capability
1. Competitive Advantage Services 2. Commodity Services

1.1 Pricing Management 2.1 Core Financials
Services
1.2 Sales Coverage, Credit, and Compensation 2.2 Marketing
3. End-User Services
End-User
Services
3.1 Collaboration
3.2 Video and Unified Communications
4. Technical Services 5. IT Governance and Operating Services

Internal IT
Services
4.1 Network 5.1 Application Services
4.2 Infrastructure 5.2 IS/IT Computing and Network Operations
Source: Cisco Systems; CEB analysis.

7
Business Capability MODEL: City of Toronto
1. Program and Service Management

1.1 Program, Service, and Resource Planning 1.2 Program, Service, and Resource Monitoring
2. Customer Management
2.1 Customer Relationship Management
3. Service Delivery
3.1 Case Management 3.2 Resource Scheduling 3.3 Work Order Management 3.4 Integrated Service Delivery
4. Property Stewardship
4.1 Property Identification 4.2 Property Entitlement 4.3 Property Inspection 4.4 Property Enforcement Delivery
5. Process Management
5.1 Business Process Management
6. Asset Management
6.1 Engineering Design and Construction 6.2 Facility Management 6.3 Infrastructure Management
7. Human Resource Management

7.1 Personnel Administration 7.2 Personnel Time Management 7.3 Payroll Management 7.4 Talent Management
Source: City of Toronto; CEB analysis.

8
Business Capability Model: City of Toronto (continued)
8. Financial Management
8.1 Program, Service, and Resource Planning 8.2 Accounts Payable 8.3 Accounts Receivable 8.4 Financial Accounting
9. Information Management
9.1 Content Management 9.2 Data Management 9.3 Business Intelligence 9.4 Information Delivery Management
10. Supply Chain Management

10.1 Contact Management 10.2 Procurement 10.3 Capacity and Demand Planning 10.4 Inventory Management
11. Risk Management

11.1 Financial Risk Management 11.2 Business Continuity
12. Rule Management

12.1 Rule Management
Source: City of Toronto; CEB analysis.

9
Business Capability MODEL: First Data Corporation
First Data’s High-Priority Business Capabilities
1. Payment Acceptance 5. Enterprise

1. Payment Leveraged Solutions
Acceptance
1.1 Clearinghouse Contact 1.2 Bank Interface 1.1 Clearinghouse
5.1 Contact 5.2 1.2
Global Deployment Bank
Data Interface
Management
2. Credit and Commercial 6. Advanced Solutions

2.1 Sales 2.2 Credit Decisions 6.1 Custom Consultation 6.2 Customer Service
3. Information Analytics 7. Network Debit ATM

3.1 Network Interface 3.2 Equipment Tracking 7.1 IT Enablement 7.2 Business Intelligence
4. Prepaid
4.1 Payment Unit Sales 4.2 Card Manufacture
Source: First Data Corporation; CEB analysis.

10
Business Capability Model: APQC’s Process classification
framework—Cross Industry
Although APQC’s Process Classification Framework is organized based on processes, not capabilities, its nodes are a useful proxy for business capabilities and
are an effective way of organizing the enterprise’s activities.
1.0 Develop Vision and Strategy

1.1 Define the Business Concept and Long-Term Vision
1.1.1 Assess the External Environment 1.1.3 Perform Internal Analysis
1.1.2 Survey Market and Determine Customer Needs and Wants 1.1.4 Establish Strategic Vision
1.2 Develop Business Strategy

1.2.1 Develop Overall Mission Statement 1.2.5 Create Organizational Design (Structure, Governance, Reporting, etc.)
1.2.2 Evaluate Strategic Options to Achieve the Objectives 1.2.6 Develop and Set Organizational Goals
1.2.3 Select Long-Term Business Strategy 1.2.7 Formulate Business Unit Strategies
1.2.4 Coordinate and Align Functional and Process Strategies
1.3 Manage Strategic Initiatives

1.3.1 Develop Strategic Initiatives 1.3.3 Select Strategic Initiatives
1.3.2 Evaluate Strategic Initiatives 1.3.4 Establish High-Level Measures
Source: The American Product and Quality Center; CEB analysis.

11
framework—Cross Industry (continued)
2.0 Develop and Manage Products and Services

2.1 Manage Product and Service Portfolio
2.1.1 Evaluate Performance of Existing Products/Services Against Market Opportunities 2.1.5 Manage Product and Service Lifecycle
2.1.2 Define Product/Service Development Requirements 2.1.6 Manage Product and Service Master Data
2.1.3 Perform Discovery Research
2.1.4 Confirm Alignment of Product/Service Concepts with Business Strategy
2.2 Develop Products and Services

2.2.1 Design, Build, and Evaluate Products and Services
2.2.2 Test Market for New or Revised Products and Services
2.2.3 Prepare for Production

12
3.0 Market and Sell Products and Services
3.1 Understand Markets, Customers, and Capabilities
3.1.1 Perform Customer and Market Intelligence Analysis
3.1.2 Evaluate and Prioritize Market Opportunities
3.2 Develop Marketing Strategy

3.2.1 Define Offering and Customer Value Proposition 3.2.3 Define and Manage Channel Strategy
3.2.2 Define Pricing Strategy to Align to Value Proposition
3.3 Develop Sales Strategy

3.3.1 Develop Sales Forecast 3.3.4 Establish Sales Goals and Measures
3.3.2 Develop Sales Partner/Alliance Relationships 3.3.5 Establish Customer Management Measures
3.3.3 Establish Overall Sales Budgets
3.4 Develop and Manage Marketing Plans

3.4.1 Establish Goals, Objectives, and Metrics for Products by Channels/Segments 3.4.5 Develop and Manage Promotional Activities
3.4.2 Establish Marketing Budgets 3.4.6 Track Customer Management Measures
3.4.3 Develop and Manage Media 3.4.7 Develop and Manage Packaging Strategy
3.4.4 Develop and Manage Pricing
3.5 Develop and Manage Sales Plans

3.5.1 Generate Leads 3.5.3 Manage Customer Sales 3.5.5 Manage Sales Force
3.5.2 Manage Customers and Accounts 3.5.4 Manage Sales Orders 3.5.6 Manage Sales Partners and Alliances

13
4.0 Deliver Products and Services
4.1 Plan for and Align Supply Chain Resources
4.1.1 Develop Production and Materials Strategies 4.1.6 Establish Distribution Planning Constraints
4.1.2 Manage Demand for Products and Services 4.1.7 Review Distribution Planning Policies
4.1.3 Create Materials Plan 4.1.8 Assess Distribution Planning Performance
4.1.4 Create and Manage Master Production Schedule 4.1.9 Develop Quality Standards and Procedures
4.1.5 Plan Distribution Requirements
4.2 Procure Materials and Services

4.2.1 Develop Sourcing Strategies 4.2.3 Order Materials and Services
4.2.2 Select Suppliers and Develop/Maintain Contracts 4.2.4 Manage Suppliers
4.3 Produce/Manufacture/Deliver Product

4.3.1 Schedule Production 4.3.3 Perform Quality Testing
4.3.2 Produce Product 4.3.4 Maintain Production Records and Manage Lot Traceability
4.4 Deliver Service to Customer

4.4.1 Confirm Specific Service Requirements for Individual Customer 4.4.3 Provide Service to Specific Customers
4.4.2 Identify and Schedule Resources to Meet Service Requirements 4.4.4 Ensure Quality of Service
4.5 Manage Logistics and Warehousing

4.5.1 Define Logistics Strategy 4.5.4 Operate Outbound Transportation
4.5.2 Plan and Manage Inbound Material Flow 4.5.5 Manage Returns; Manage Reverse Logistics
4.5.3 Operate Warehousing

14
5.0 Manage Customer Service
5.1 Develop Customer Care/Customer Service Strategy
5.1.1 Develop Customer Service Segmentation/Prioritization (e.g., Tiers)
5.1.2 Define Customer Service Policies and Procedures
5.1.3 Establish Service Levels for Customers
5.2 Plan and Manage Customer Service Operations

5.2.1 Plan and Manage Customer Service Workforce
5.2.2 Manage Customer Service Requests/Inquiries
5.2.3 Manage Customer Complaints
5.3 Measure and Evaluate Customer Service Operations

5.3.1 Measure Customer Satisfaction with Customer Requests/Inquiries Handling
5.3.2 Measure Customer Satisfaction with Customer Complaint Handling and Resolution
5.3.3 Measure Customer Satisfaction with Products and Services

15
6.0 Develop and Manage Human Capital
6.1 Develop and Manage Human Resources (HR) Planning, Policies, and Strategies
6.1.1 Develop Human Resources Strategy 6.1.2 Develop and Implement Human Resources Plans 6.1.3 Monitor and Update Plans
6.2 Recruit, Source, and Select Employees

6.2.1 Create and Develop Employee Requisitions 6.2.3 Screen and Select Candidates 6.2.5 Manage New Hire/Re-Hire
6.2.2 Recruit/Source Candidates 6.2.4 Manage Pre-Placement Verification 6.2.6 Track Candidates
6.3 Develop and Counsel Employees

6.3.1 Manage Employee Orientation and Deployment 6.3.4 Manage Employee Development 6.3.5 Develop and Train Employees
6.3.2 Manage Employee Performance 6.3.3 Manage Employee Relations
6.4 Reward and Retain Employees

6.4.1 Develop and Manage Reward, Recognition, and Motivation Programs 6.4.3 Manage Employee Assistance and Retention
6.4.2 Manage and Administer Benefits 6.4.4 Administer Payroll
6.5 Redeploy and Retire Employees

6.5.1 Manage Promotion and Demotion Process 6.5.5 Develop and Implement Employee Outplacement
6.5.2 Manage Separation 6.5.6 Manage Deployment of Personnel
6.5.3 Manage Retirement 6.5.7 Relocate Employees and Manage Assignments
6.5.4 Manage Leave of Absence 6.5.8 Manage Expatriates
6.6 Manage Employee Information

6.6.1 Manage Reporting Processes 6.6.4 Manage Human Resource Information Systems 6.6.7 Manage Employee Communication
6.6.2 Manage Employee Inquiry Process 6.6.5 Develop and Manage Employee Metrics
6.6.3 Manage and Maintain Employee Data 6.6.6 Develop and Manage Time and Attendance Systems

16
7.0 Manage Information Technology
7.1 Manage the Business of Information Technology
7.1.1 Develop the Enterprise IT Strategy 7.1.4 Perform IT Research and Innovation
7.1.2 Define the Enterprise Architecture 7.1.5 Evaluate and Communicate IT Business Value and Performance
7.1.3 Manage the IT Portfolio
7.2 Develop and Manage IT Customer Relationships

7.2.1 Develop IT Services and Solutions Strategy 7.2.4 Manage IT Customer Satisfaction
7.2.2 Develop and Manage IT Service Levels 7.2.5 Market IT Services and Solutions
7.2.3 Perform Demand-Side Management (DSM) for IT Services
7.3. Develop and Implement Security, Privacy, and Data Protection Controls
7.3.1 Establish Information Security, Privacy, and Data Protection Strategies and Levels
7.3.2 Test, Evaluate, and Implement Information Security and Privacy and Data Protection Controls
7.4 Manage Enterprise Information

7.4.1 Develop Information and Content Management Strategies 7.4.3 Manage Information Resources
7.4.2 Define the Enterprise Information Architecture 7.4.4 Perform Enterprise Data and Content Management
7.5 Develop and Maintain Information Technology Solutions

7.5.1 Develop the IT Development Strategy 7.5.4 Create IT Services and Solutions
7.5.2 Perform IT Services and Solutions Lifecycle Planning 7.5.5 Maintain IT Services and Solutions
7.5.3 Develop and Maintain IT Services and Solutions Architecture

17
7.0 Manage Information Technology (Continued)

7.6 Deploy Information Technology Solutions
7.6.1 Develop the IT Deployment Strategy 7.6.2 Plan and Implement Changes 7.6.3 Plan and Manage Releases
7.7 Deliver and Support Information Technology Services

7.7.1 Develop IT Services and Solution Delivery Strategy 7.7.4 Manage IT Infrastructure Operations
7.7.2 Develop IT Support Strategy 7.7.5 Support IT Services and Solutions
7.7.3 Manage IT Infrastructure Resources

18
8.0 Manage Financial Resources

8.1 Perform Planning and Management Accounting
8.1.1 Perform Planning/Budgeting/Forecasting 8.1.3 Perform Cost Management
8.1.2 Perform Cost Accounting and Control 8.1.4 Evaluate and Manage Financial Performance
8.2 Perform Revenue Accounting

8.2.1 Process Customer Credit 8.2.4 Manage and Process Collections
8.2.2 Invoice Customer 8.2.5 Manage and Process Adjustments/Deductions
8.2.3 Process Accounts Receivable (AR)
8.3 Perform General Accounting and Reporting

8.3.1 Manage Policies and Procedures 8.3.3 Perform Fixed Asset Accounting
8.3.2 Perform General Accounting 8.3.4 Perform Financial Reporting
8.4 Manage Fixed Asset Project Accounting

8.4.1 Perform Capital Planning and Project Approval 8.4.2 Perform Capital Project Accounting
8.5 Process Payroll

8.5.1 Report Time 8.5.2 Manage Pay 8.5.3 Process Payroll Taxes
8.6 Process Accounts Payable and Expense Reimbursements

8.6.1 Process Accounts Payable (AP) 8.6.2 Process Expense Reimbursements

19
8.0 Manage Financial Resources (Continued)
8.7 Manage Treasury Operations
8.7.1 Manage Treasury Policies and Procedures 8.7.4 Manage Debt and Investment
8.7.2 Manage Cash 8.7.5 Monitor and Execute Risk and Hedging Transactions
8.7.3 Manage In-House Bank Accounts
8.8 Manage Internal Controls

8.8.1 Establish Internal Controls, Policies, and Procedures
8.8.2 Operate Controls and Monitor Compliance with Internal Controls Policies and Procedures
8.8.3 Report on Internal Controls Compliance
8.9 Manage Taxes

8.9.1 Develop Tax Strategy and Plan
8.9.2 Process Taxes
8.10 Manage International Funds/Consolidation

8.10.1 Monitor International Rates
8.10.2 Manage Transactions
8.10.3 Monitor Currency Exposure/Hedge Currency
8.10.4 Report Results

20
9.0 Acquire, Construct, and Manage Assets

9.1 Design and Construct/Acquire Nonproductive Assets
9.1.1 Develop Property Strategy and Long-Term Vision 9.1.3 Plan Facility
9.1.2 Develop, Construct, and Modify Sites 9.1.4 Provide Workspace and Assets
9.2 Plan Maintenance Work

9.2.1 Perform Routine Maintenance 9.2.3 Overhaul Equipment
9.2.2 Perform Corrective Maintenance 9.2.4 Manage Facilities Operations
9.3 Obtain and Install Assets, Equipment, and Tools

9.3.1 Develop Ongoing Maintenance Policies for Productive Assets
9.3.2 Obtain and Install Equipment
9.4 Dispose of Productive and Nonproductive Assets

9.4.1 Develop Exit Strategy 9.4.2 Perform Sale or Trade 9.4.3 Perform Abandonment

21
10.0 Manage Enterprise Risk, Compliance, and Resiliency

10.1 Manage Enterprise Risk
10.1.1 Establish the Enterprise Risk Framework and Policies 10.1.4 Manage Business Unit and Function Risk
10.1.2 Oversee and Coordinate Enterprise Risk Management Activities 10.1.5 Manage Regulatory Compliance
10.1.3 Coordinate Business Unit and Functional Risk Management Activities
10.2 Manage Business Resiliency

10.2.1 Develop and Manage Business Resiliency
10.3 Manage Environmental Health and Safety (EHS)

10.3.1 Determine Environmental Health and Safety Impact 10.3.4 Monitor and Manage Functional EHS Management Program
10.3.2 Develop and Execute Functional EHS Program 10.3.5 Ensure Compliance with Regulations
10.3.3 Train and Educate Functional Employees 10.3.6 Manage Remediation Efforts

22
11.0 Manage External Relationships
11.1 Build Investor Relationships
11.1.1 Plan, Build, and Manage Lender Relations 11.1.2 Plan, Build, and Manage Analyst Relations 11.1.3 Communicate with Shareholders
11.2 Manage Government and Industry Relationships

11.2.1 Manage Government Relations 11.2.3 Manage Relations with Trade or Industry Groups
11.2.2 Manage Relations with Quasi-Government Bodies 11.2.4 Manage Lobby Activities
11.3 Manage Relations with Board of Directors

11.3.1 Report Results 11.3.2 Report Audit Findings
11.4 Manage Legal and Ethical Issues

11.4.1 Create Ethics Policies 11.4.6 Protect Intellectual Property
11.4.2 Manage Corporate Governance Policies 11.4.7 Resolve Disputes and Litigations
11.4.3 Develop and Perform Preventive Law Programs 11.4.8 Provide Legal Advice/Counseling
11.4.4 Ensure Compliance 11.4.9 Negotiate and Document Agreements/Contracts
11.4.5 Manage Outside Counsel
11.5 Manage Public Relations Program

11.5.1 Manage Community Relations 11.5.3 Promote Political Stability 11.5.5 Issue Press Releases
11.5.2 Manage Media Relations 11.5.4 Create Press Releases

23
12.0 Develop and Manage Business Capabilities

12.1 Manage Business Processes
12.1.1 Establish and Maintain Process Management Governance 12.1.4 Manage Process Performance
12.1.2 Define and Manage Process Frameworks 12.1.5 Improve Processes
12.1.3 Define Processes
12.2 Manage Portfolio, Program, and Project

12.2.1 Manage Portfolio 12.2.2 Manage Programs 12.2.3 Manage Projects
12.3 Manage Quality

12.3.1 Develop Quality Strategy and Plans 12.3.2 Plan and Manage Quality Workforce 12.3.3 Perform Quality Assessments
12.4 Manage Change

12.4.1 Plan for Change 12.4.2 Design the Change 12.4.3 Implement Change 12.4.4 Sustain Improvement
12.5 Develop and Manage Enterprise-Wide Knowledge Management (KM) Capability

12.5.1 Develop KM Strategy 12.5.2 Assess KM Capabilities 12.5.3 Identify and Plan Projects
12.6 Measure and Benchmark

12.6.1 Create and Manage Organizational Performance Strategy 12.6.2 Benchmark Performance

24

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Compendium of Business

© 2013 The Corporate Executive Board Company.

1. Government Agenda 2. Enterprise Direction 3. Outcomes

4. Designing Change 5. Managing Change 6. Implementing Change

8. Delivery of Services 9. Compliance and Assurance 10. Partner/Agency Arrangements

11. Managing the Business

Source: Department of Human Services Australia; CEB analysis.

© 2013 The Corporate Executive Board Company.

2. Design 3. Market to Opportunity 4. Opportunity to Order

2.4 Pre-Silicon Validation 3.4 Campaign Management 4.4 Territory Management

2.6 External Design Collateral Management 3.6 Lead Management

2.10 Post-Software Build 3.10 Sales Communications

Source: Intel Corporation; CEB analysis.

© 2013 The Corporate Executive Board Company.

9.3 Treasury 9.6 Revenue Reporting

10. Human Capital

11. Information Systems

12. Land, Construction, and Facilities

13. Legal and Regulatory Compliance

Source: Intel Corporation; CEB analysis.

© 2013 The Corporate Executive Board Company.

2.4 Financials Consolidation 2.9 Dialogue Handler 2.14 Services/Sales Administration

2.5 Campaign Execution 2.10 Relationship Management 2.15 Market Information

3.3 Marketing 3.7 Fund Management 3.11 Retail Lending (Mortgages)

© 2013 The Corporate Executive Board Company.

4.5 Document Management 4.12 Wireroom/Networking 4.19 Billing 4.26 Valuations

5.3 Risk Management 5.7 Loan Syndication 5.11 Audit/Assurance/Legal 5.15 C

6.2 Systems Development and Administration 6.4 Brand Network Operations

© 2013 The Corporate Executive Board Company.

1. Competitive Advantage Services 2. Commodity Services

1.2 Sales Coverage, Credit, and Compensation 2.2 Marketing

3.2 Video and Unified Communications

4. Technical Services 5. IT Governance and Operating Services

4.1 Network 5.1 Application Services

4.2 Infrastructure 5.2 IS/IT Computing and Network Operations

Source: Cisco Systems; CEB analysis.

© 2013 The Corporate Executive Board Company.

1. Program and Service Management

7. Human Resource Management

Source: City of Toronto; CEB analysis.

© 2013 The Corporate Executive Board Company.

10. Supply Chain Management

11. Risk Management

12. Rule Management

Source: City of Toronto; CEB analysis.

© 2013 The Corporate Executive Board Company.

1. Payment Acceptance 5. Enterprise

2. Credit and Commercial 6. Advanced Solutions

3. Information Analytics 7. Network Debit ATM

Source: First Data Corporation; CEB analysis.

© 2013 The Corporate Executive Board Company.

1.0 Develop Vision and Strategy

1.2 Develop Business Strategy

1.2.4 Coordinate and Align Functional and Process Strategies

1.3 Manage Strategic Initiatives

1.3.2 Evaluate Strategic Initiatives 1.3.4 Establish High-Level Measures

Source: The American Product and Quality Center; CEB analysis.

© 2013 The Corporate Executive Board Company.

2.0 Develop and Manage Products and Services