Some may say a capability-based approach has too many cross-functional activities and that good project teams are able to accomplish the same outcomes with traditional approaches. While some seasoned teams are able to compensate for the shortcomings of traditional approaches by using their business acumen, I contend that for a transformational initiative, it is too risky to assume everyone has a common understanding of the business. We must formally analyze the complete impact and establish a shared language to describe it. Traditional approaches lack the breadth, consistency, and speed that transformational change requires. To fully partner with our businesspeople and support them, we must truly understand them, anticipate their needs, comprehend interde-pendencies, and move at their speed. A capability-based approach moves past traditional scoping approaches and doesn't seek to parse the business in a way that is convenient for IT - it seeks to acknowledge and accept the complexity and interconnectedness of the business and work with it, not against it.
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