Where a process describes how work flows, a capability describes what the organization is able to do — regardless of who does it or which system supports it. Because capabilities change slowly, they give an organization a durable frame for planning.
Capability architecture arranges these building blocks into levels, from broad enterprise capabilities down to more specific ones. Each capability can then be linked to the processes, people, data, and technology that realize it, creating a map from strategic ambition to operational reality.
This stability is the point. Reorganizations and system replacements come and go, but the underlying set of capabilities an enterprise needs remains comparatively constant, which makes it a reliable anchor for investment decisions.