Which trio correctly identifies the three basic elements of the CC Capability Model?

Which trio correctly identifies the three basic elements of the CC Capability Model?

• A. Capacities, Capabilities, and Systems
• B. Capacities, Resources, and Procedures
• C. Capabilities, Data, and People
• D. Systems, Interfaces, and Networks

Answer: (A)

At the heart of the CC Capability Model is a simple, three-part view of how an organization delivers work: what it has the potential to do, what it can actually do, and how it is organized to do it. Capacities are the inputs—the resources, time, and throughput capacity the organization can bring to bear. Capabilities are the realized abilities—the actual, repeatable functions the organization can perform to achieve a mission. Systems are the structure that brings everything together—the people, processes, tools, data, and governance that coordinate and enable execution. Why this trio fits best is that it shows the progression from potential to performance within an organized framework. You can have plenty of capacity, but without a coherent system to leverage it, you won’t achieve the desired capabilities. Likewise, strong capabilities require the right system to sustain and scale them. The other options mix in elements like data, procedures, or networks in a way that doesn’t capture the full interplay of potential, actual ability, and organizational arrangement that the model emphasizes.

At the heart of the CC Capability Model is a simple, three-part view of how an organization delivers work: what it has the potential to do, what it can actually do, and how it is organized to do it. Capacities are the inputs—the resources, time, and throughput capacity the organization can bring to bear. Capabilities are the realized abilities—the actual, repeatable functions the organization can perform to achieve a mission. Systems are the structure that brings everything together—the people, processes, tools, data, and governance that coordinate and enable execution.

Why this trio fits best is that it shows the progression from potential to performance within an organized framework. You can have plenty of capacity, but without a coherent system to leverage it, you won’t achieve the desired capabilities. Likewise, strong capabilities require the right system to sustain and scale them. The other options mix in elements like data, procedures, or networks in a way that doesn’t capture the full interplay of potential, actual ability, and organizational arrangement that the model emphasizes.