Product Description

The Payments Industry Capabilities Model is a customizable, comprehensive, and in-depth set of business capabilities that capture the essence of what a Payments Industry 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 Payments Industry Capabilities Model comprises 300 capabilities across three levels.

(Note: As the Payments Industry Capabilities Model is a digital deliverable, we do not accept returns or issue refunds. So, please read the product description and the terms carefully before purchasing.)

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The Payments Industry Capabilities Model 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 Payments 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.

Payments Industry Transformation:

The payments industry must innovate and transform to stay competitive and relevant in today’s rapidly changing financial landscape. Several factors necessitate this transformation:

1. Shifting consumer expectations: Consumers increasingly demand seamless, secure, instant payment experiences. As a result, the industry must innovate to provide frictionless, omnichannel solutions that meet these expectations and enhance customer satisfaction.
2. Technological advancements: Developments in artificial intelligence, machine learning, blockchain, and big data analytics can potentially revolutionize the payments ecosystem. The industry must embrace these technologies to improve efficiency, reduce costs, and offer new value-added services.
3. Regulatory changes: Regulatory reforms, such as open banking and data privacy laws, are reshaping the payments landscape. The industry must adapt to these changes by ensuring compliance and leveraging new innovative opportunities.
4. Rise of new competitors: The emergence of fintech companies, digital-first banks, and tech giants has disrupted traditional payment models and intensified competition. The payments industry must evolve and differentiate itself from these new entrants to stay relevant.
5. Cybersecurity and fraud prevention: As the volume and sophistication of cyberattacks increase, the industry must invest in advanced security measures and fraud prevention technologies to protect sensitive customer data and maintain trust.
6. Financial inclusion and globalization: The payments industry must innovate to serve the unbanked and underbanked populations, fostering financial inclusion and enabling global transactions that support economic growth.

Business Capabilities are a Cornerstone for Transformation

To successfully transform a Payments 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.)

Payments Industry Capabilities Model Deliverables:

The Payments Industry industry business capabilities model comprises ~300 capabilities across three levels and includes the following editable artifacts:

• An Excel spreadsheet with the grouping of capabilities.
• A PowerPoint format with the top three 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)

How to Use the Payments Industry Capabilities Model?

A business capabilities map is a fundamental and foundational deliverable in the business architecture continuum. The Payments 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 Payments Industry Capabilities Model decomposes components into 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 Payments Industry Capabilities Model 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.

Fine Print:

• We sell digital products, so there are no returns, refunds, or replacements. Therefore, please read the product description carefully before making a purchasing decision.
• A generic set of deliverables and templates may or may not fit your needs, or the content relevance will vary substantially.
• Sold on an as-is basis and without any implied or explicit warranties
• Consultants and firms wanting to use it for their clients have a different pricing model.
• The sale is for digital products only and does not include customization or implementation help.
• Please review our standard terms of service.