Does this organisation have the human capability to execute its strategy?
ECSAT maps enterprise capabilities to the strategic objective, assesses organisational maturity and individual skills gaps, and ranks every intervention by a composite Priority Score. Every finding traces back to strategy — not just operational need.
All capability definitions and gap analyses trace back to the strategic objective you state here. This is the Becker-Huselid-Beatty principle: workforce capability only matters when it enables strategy execution. A capability that cannot be linked to the strategy should not be classified as Strategic.
KRST integration (optional)
Import a completed KRST session to link role quadrant classifications to the capability assessment. Critical and Specialist roles are automatically weighted higher in the Priority Score. The KRST Skills Uniqueness score informs remediation strategy selection.
Paste KRST JSON export below, or skip
Step 1 — Define enterprise capabilities
An enterprise capability is an organisational ability — not an individual skill. "Labour market intelligence" is a capability. "Statistical analysis" is a skill that enables it. Define 4–12 capabilities and classify each. Crucially, state the strategic linkage for every capability: this is the Becker-Huselid-Beatty test. If a capability cannot be connected to a strategic objective, it should not be classified as Strategic.
Classification guide:
▶ Strategic — directly enables or differentiates the organisation's strategy. Loss of this capability undermines strategy execution.
▶ Operational — required for consistent, efficient day-to-day service delivery. Necessary but not differentiating.
▶ Enabling — supports other capabilities (finance, ICT, HR). Not directly mandate-facing.
Pre-loaded sector library
Select a sector in Setup to see a pre-loaded library.
Add capability manually
Defined capabilities
No capabilities defined yet.
Step 2 — Define required skill profiles per capability
For each capability, define the skills required to deliver it and the minimum proficiency needed. Add a brief behavioural anchor for the required level — this is critical for dual-rater consistency. Without anchors, two assessors may interpret "Practitioner" very differently, making variance meaningless.
Rate the organisation's current maturity across four dimensions for each capability. This is the organisational view — about systems, processes, and infrastructure, not individuals. Low maturity on a Strategic capability drives a higher Priority Score in Tab 6, even before individual gaps are considered.
People — skills and knowledge across the team | Process — how well the work is structured | Technology — tools and systems supporting delivery | Data — quality and availability of information Score 1 (absent) → 5 (world-class)
Define capabilities first (Tab 2).
Step 4 — Individual skills assessment
Score the incumbent's proficiency against the skill profiles of capabilities linked to their role. Both self-assessment and manager assessment are captured independently. Variance of 2+ points is flagged as a diagnostic signal — it should prompt a facilitated conversation, not be averaged away.
Add role to assess
Capability gap heat map & intervention priority
Strategic capabilities appear first. The Priority Score (0–100) synthesises gap severity, capability maturity, capability type, and KRST quadrant. This combined score determines intervention urgency — it is the key innovation over standard gap analyses that treat all gaps equally.
Remediation strategy guide & prioritised plan
Gap closure strategies are recommended based on gap severity, skills uniqueness (KRST SU score where available), and capability type. Build and Buy decisions should account for the Becker-Huselid-Beatty make/buy distinction: if the skills are organisation-specific and high-uniqueness, Build. If they are available in the market and time allows, Buy.
▲ Build
Develop internally through training, coaching, or rotation. Best for high-uniqueness, organisation-specific skills where time allows.
▲ Buy
Recruit with the required capability. Best for widely-available skills or where time to build exceeds strategic need.
▲ Borrow
Access via consultants, secondments, or partnerships. Best for specialist or transitional capability needs.
▲ Bot / Automate
Address the gap through technology or process redesign. Best for repetitive, data-driven, or partially digitised tasks.
Board Summary — File → Print → Save as PDF for a clean export
