An original framework
The Capability Ladder
Why good work disappears, and how to make it compound.
Most organizational work dies one rung too early. A great analysis becomes a deck. The deck gets presented. The team nods. Six months later someone asks the same question and the work starts over.
The Capability Ladder names four levels a piece of work can reach. Level one is a document: useful once, findable by accident. Level two is a process: the work repeats, but only if the person who built it stays. Level three is an asset: a template, playbook, or system anyone can pick up. Level four is a capability: the organization can now do the thing, teach the thing, and improve the thing without outside help.
The discipline is to ask, at the start of any project, which rung this work must reach to be worth doing. Then you build the extra rungs in from the beginning: the documentation, the reusable assets, the enablement. That is the difference between renting an outcome and owning one.