Environmental dynamism is constantly gaining ground as a driving force for enterprise transformation. The enterprise capabilities need to adapt as well and capability modeling can facilitate the process of transformation. A plethora of approaches for capability modeling exist. This study aims to explore how adaptability has been addressed in the meta-models of these approaches, visualize relationships among adaptability concepts, and identify ways to improve capability modeling in terms of adaptability. The concepts are visualized in a map and a framework is developed to assist the identification of concepts relevant for adaptation. Similarities and differences among the existing models are discussed, leading to suggestions towards improvements of capability modeling for capability adaptation.

Dynamic business environments create the need for constant change in modern enterprises. Enterprise transformation is associated to changes in enterprise capabilities since capabilities are an essential element in business designs. Capability modeling methods need to evolve accordingly and the development of such methods needs to be systematic. This study, as part of a Design Science project, aims to elicit requirements for a capability modeling method for addressing change. Literature sources and a case study at a healthcare organization that undergoes several changes are used to elicit requirements. The requirements are presented in the form of a goal model for the method under development.

Modern digital businesses are facing a constant challenge in adapting to dynamic environments. Therefore, change has become a significant element of business analysis. Capability thinking, when applied to business management, is associated to design and analysis of supporting information systems and is inextricably linked to strategy and change. This results in the need to monitor and analyze how and when the organization’s capabilities need to change. Capability and change dimensions have been explored in the literature in order to identify dimensions relevant to organizational change. The identified capability dimensions are purpose, potentiality and ownership while the relevant change dimensions are control, scope, stride, frequency, desire and tempo. The two sets of dimensions have been combined forming a typology and visualized in a StateMachine diagram. The contribution of this task lies in the conceptualization of the dimensions, including the negative aspect of capabilities, which can provide a starting point for an Enterprise Modeling method optimized for identifying the need for capability change and guiding the transition.

Organizations are operating within dynamic environments that present changes, opportunities and threats to which they need to respond by adapting their capabilities. Organizational capabilities can be supported by Information Systems during their design and run-time phases, which often requires the capabilities’ adaptation. Currently, enterprise modeling and capability modeling facilitate the design and analysis of capabilities but improvements regarding capability change can be made. This design science research study introduces a capability change meta-model that will serve as the basis for the development of a method and a supporting tool for capability change. The meta-model is applied to a case study at a Swedish public healthcare organization. This application provides insight on possible opportunities to improve the meta-model in future iterations.