 Then we have added concepts to the motivation elements and One important concept is called outcome Of course if you've used up the argument You know that we have a concept called goal in there but goals Well, they are nice you want to achieve something, but you also want to report the outcome the results that have been achieved so outcome also looking at the symbol is goal symbol is this this dartboard and When you have an outcome you see that the arrow Is the dart is in the bull guy of the dartboard So that one new concept in the in the set of motivation elements Another thing we did is move the value and meaning concepts from the business player to the motivation elements, which is a better place to put them They are also associated with things like stakeholders. So you can Value is of course take all the specific so it's put in there And we also extended the usage of the influence relationship in the motivation element So you get more flexibility in using that as well. Then we've added a set of concepts called strategies strategy elements And those are aimed at things like capability-based planning Modeling other strategic Areas of the organization and like I said, this really is intended to support the linkage between enterprise architecture and strategy And some people might argue that this is no real architecture So so it might not have a place in an enterprise architecture language. I think we shouldn't be too strict about those boundaries We do need to link our discipline to other disciplines and we do need to have the right concepts for that So here are the most important additions in these strategy elements first of all, we have the capability concept and Probably that's the most requested improvement to our to mate over the last years Most people are now working with capability maps capabilities planning So we have added a capability concept, which is defined in a way that is Compatible to what the for example the toga's business capability guide. That's recently published Says or the biz-bock from the business architecture deal It's about the ability that some structure elements in argument terms like an organization or a person or system Possesses it is what you can do This is distinct from a business function business function is much more about what you do with which parts of the organization are assigned to do that capabilities Are what you can do given the resources you possess the processes you have in place, etc So capability capabilities are more about Potential apart more about planning these functions are more about the current reality and are tied closer to the organization structure Then we also have this high-level concept of resource and resource can be anything that's well, you can see that as an asset that can be used to support these capabilities and that can be kind of various various implementations a resource can be all money can be a resource or Knowledge or skills can be a resource which are for example implemented by the actors in your organization so I may need a certain skill for a team that's killed them can then be realized by an actor and Thirdly, we have input we have added a concept for course of action And this is taken from the business motivation model It's an approach or a plan to realize something in the organization by configuring some capabilities and resources And you can use this to model a certain strategy or tactic of the organization. So it helps you define say if you have a Operational excellence strategy you would model that with a course of action and then you would employ certain capabilities to realize And to put this in a simple picture Here we see on top we see a goal which was already of course a concept in our committee for him to We see that there's an outcome defined costs 10% lower Which of course influences these goals in a positive way Then we have a course of action centralizing the IT systems which are which is realized by just one capability This is of course a pretty simple one you have to be good at managing and operating your IT and that is then Supported by human resources IT resources, etc. This is not a very exciting example. You could invent many more Say complex examples using capabilities that are more forward-looking Say a capability like business agility you have to be very agile as a business that could be Defined as a capability that's of course much more complicated It's not something you can just put onto your existing organization structure and identify the department responsible for business agility So this example might look a bit like an existing organization, but you can find other examples much more Let's say forward-looking in nature You might also see that we are using a different Notation down below for the assignment relationship. I'll get to that later on so strategy and capability modeling is is highly important in in Now above today's world of enterprise architecture, so we have supported that now and to link this to the rest of the of the language You can realize capabilities by linking them with all kinds of behavior elements So your business functions may realize your capabilities your business processes, but also the behavior of your IT systems, etc They all realize these capabilities and Likewise all these resources can be realized by all the structure elements in your in your architecture from high-level business objects To the IT infrastructure down below it and the physical world as we will see later on They those are all your resources. They realize the resources of And these concepts are in line with approaches like Togeth and the bishbark and BMM like I said before and we are also working on Capability-based planning with Archimedes the idea is to publish a white paper on that later on So we will provide more guidance on how to do this in practice and in the next few weeks I will also start a series of blogs in which I will one of the topics I will address is also capability-based planning with Archimedes, so if you follow my blog You will see that appear