Product Description

The Payments Industry Capability Model is an expert-built and comprehensive straw model that captures the essence of what a Payments Industry Company does. It will help payment companies gain a holistic perspective of their business at a foundational level and provide a business blueprint for many valuable purposes. The Payments Industry capability model comprises 300 capabilities across three levels.

(Note: As the Payments Industry Capability 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 Capability 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 Capability 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 is at a transformational juncture due to several drivers. Chief among these are technological advancements and evolving customer expectations. The rise of digital payments, blockchain, and cryptocurrency demands a reassessment of traditional payment systems. Similarly, customers now expect seamless, instant, and secure transactions, pushing firms to innovate.

Regulatory changes are another catalyst for change. Governments and regulatory bodies worldwide promote digital transactions, necessitating firms to adapt to these new policies. Furthermore, the COVID-19 pandemic highlighted the need for contactless digital payments, accelerating the transformation.

To successfully navigate this transformation, payment firms must adopt a multi-pronged strategy. They must embrace technology, from artificial intelligence for fraud detection to distributed ledger technology for swift transactions. They should also invest in improving customer experience, ensuring smooth, secure transactions, and providing round-the-clock support.

Moreover, firms must be proactive about regulatory compliance, working closely with regulatory bodies to ensure they meet all necessary requirements. They should also consider partnerships and collaborations, leveraging the strengths of fintech startups and technology firms.

Finally, firms should prioritize cybersecurity, a critical concern in the digital world. From data privacy to transaction security, every aspect should be covered to ensure trust in digital payment systems.

Business Capabilities are a Foundation 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 Capability 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 Capability Model?

A business capabilities map is a fundamental and foundational deliverable in the business architecture continuum. The Payments Industry 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 Capability 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 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.

Stipulations:

• We sell digital products, so Finantrix will not accept returns, refunds, or replacements. Therefore, please review the product description carefully before making a purchasing decision.
• Depending on the various factors specific to your firm, the content and coverage may or may not apply to your situation.
• Consultants, who may wish to use the templates and deliverables for several clients, have different terms and prices.
• Sold on an as-is basis and no warranties
• This sale does not include implementation help or support. If you need professional services assistance, please get in touch with us.
• Please review our standard terms of service.