The third BIZBOK blueprint answers “who does the work, and who decides?” — the business units, reporting lines and external partners that run the enterprise. On its own it is just an org chart; its architectural value is the cross-map to capabilities and value streams — which unit owns a capability, and who is accountable when a stream underperforms. Click any unit to light its reporting line, the units it oversees and the partners it works with.
A capability map deliberately ignores the org chart — it says what the business does, not who does it. The organization map is where those two meet: it assigns an owner to every capability and an accountability to every value stream. That mapping is what makes a target operating model actionable — you cannot redesign spans, layers or decision rights until you can see who owns what today. It is also the honest picture behind this portfolio: one consultant holding the Finance, Operations and IT accountabilities for a 3-branch, ~200-user enterprise, with an ERP vendor as the delivery partner. Cross-map it to the value streams and you can read exactly where that concentration is a risk.