Knowing what a business must be able to do is the easy half. The hard half is how well it does it, and who is answerable.

A capability list on its own tells you little. Every bank can verify identity, screen sanctions and provision accounts. What differs is the standard each capability is held to, and whether anyone owns it.

So each capability carries two further columns.

The first is the standard required, not the standard achieved. Some capabilities only need to work. Others are the reason a client chose you, and those must be materially better than adequate. Most organisations never draw that distinction, so every gap looks equally urgent.

The second is ownership. Not which team touches it. Who is accountable for the standard, measured by what the client receives, not what the team hands on. Capabilities running across three teams usually have no owner, which is why they fail, and why nobody can say when they started.

Read the two columns together. A capability performing adequately against a standard that should be high is a problem you did not know you had. A capability performing well that nobody owns is a problem waiting for someone to resign.

None of this is administrative. Clients are not buying products. They are buying services, delivered along a chain, as frictionlessly as you can manage.

Which capabilities you choose to be good at, and who you hold answerable for them, is most of what separates you from the bank next door.