Organizational Capability Debt can be measured before you sign. Most organizations never try.
First we defined it. Then a circuit board showed you what it looks like.
Now, how to see it in your own organization.
Every proposal has a line for the software. A line for implementation. A line for training.
There's no line for what your organization can actually absorb.
Three questions. Ten minutes.
What does this change actually require, capability by capability?
For each one, is it trainable in round one, does it need a round two, or isn't it here yet?
Who already carries part of the answer, and has anyone asked them?
Most of the real work lands in the middle one. Trainable, just not on the timeline in the contract.
Nobody wants to hear that ten pounds won't fit in a five-pound bag.
That's where the debt hides. The plan assumes round one. Success needs round two.
The third question is the one nobody asks.
From one circuit board to a global luxury brand in 28 markets, the questions don't change.
The answers change everything.
Sometimes the answer is: not yet.
Some of that you know going in. Some of it you only find out by asking.
Before the signature, it's purpose.
It's direction.
It's knowing what you'll have to outlay.
After the signature, it's repaying on terms you don't know yet.
Dominic Luzi · Chief Answer Grape, Management Alchemy
