Bank Business Capabilities Model

A detailed, multi-level capability map for the Bank sector, covering 330+ business capabilities organized across three hierarchical levels. Built around the deposit-and-lending spread that defines a bank's economics, it spans retail banking, commercial banking, and treasury/balance-sheet management as three genuinely distinct capability domains, not a single generic financial-services list.

Why a capability model, not a prompt

A bank is not a generic "financial services company" — it runs on the deposit-and-lending spread, and that shapes three genuinely different capability domains: retail banking (branches, consumer deposits, cards, mortgages), commercial banking (business lending, treasury services, trade finance), and treasury/asset-liability management (interest rate risk, funding, liquidity). Ask a generic AI for "bank capabilities" and it typically returns a flat, generic list — manage accounts, process transactions, onboard customers — that would read almost the same if you swapped in "insurance company," because it's reasoning from generic enterprise functions, not from how a balance sheet actually works. It will rarely surface asset-liability management as its own capability domain at all, even though managing interest rate risk and funding under Basel III liquidity rules (LCR, NSFR) is as core to being a bank as taking deposits, and it will rarely draw the organizational line between retail and commercial banking that regulators (Community Reinvestment Act exams focus specifically on retail and community lending) and bank operating models actually draw. This model is built from how banks are actually organized, funded, and regulated, not from a generic services template with "bank" typed into the blank.

What's Inside

• Capability Map — 330+ capabilities across three levels, from Level 1 domains like Retail Banking, Commercial Banking, and Treasury & Balance Sheet Management down to granular Level 3 capabilities, in PowerPoint, Word, and Excel
• Capability Definitions — plain-language definitions for every capability, from "Originate a Mortgage Loan" to "Manage Interest Rate Risk"
• Capability KPIs — the metrics banking leaders track per capability, including net interest margin, cost-to-income ratio, and loan-to-deposit ratio

How Teams Use It

• Scope a core banking platform replacement against actual capabilities, not a vendor's feature list, when migrating off a legacy mainframe core
• Translate new Basel III/IV capital and liquidity requirements (LCR, NSFR, capital buffers) into concrete capability owners instead of a compliance memo nobody operationalizes
• Rationalize two overlapping capability sets — retail branches, commercial lending books, treasury functions — into one target operating model after a bank merger or acquisition
• Redesign the retail banking capability set as transaction volume shifts from tellers to mobile and digital channels, without losing the capabilities that still need a human

Who It's For

Chief Risk Officers, retail and commercial banking technology leaders, Basel/regulatory capital program owners, core banking transformation leads, and enterprise architects at retail and commercial banks.