Capability readings
Show what people and teams have demonstrated they can do.
01 — CIE Organizations In production
Transformations do not start from zero.
Your organization already has capability: people who have led change, solved hard problems, connected teams, and made new ways of working real.
The question is not only what is missing. It is what you already have, where it sits, and how it can be used to propel what comes next.
Alaya connects evidence from real work to people, teams, services, and relationships—so transformation and your organization’s projects can be built on demonstrated capability, not assumptions.
Join the waiting listStart a conversationUse what you have to power what is next.
02 — The organizational problem
Transformation needs more than a strategy.
Organizations are being asked to adopt AI, redesign services, and change how work gets done. But ambition does not tell you whether the organization can execute.
A transformation plan can describe the destination. It cannot, by itself, show whether the organization has the demonstrated capability to get there—or where the evidence is thin.
Alaya gives leaders an evidence-based view of the capability behind the plan.
Start a conversation03 — The full package
Capability, connection, and maturity—together.
Alaya brings three connected views into one evidence-based picture:
Evidence Network
Shows how that capability is connected, shared, concentrated, or isolated across the organization.
Service maturity
Shows what the organization can demonstrably deliver today—and what the next stage of change requires.
Together, they help you use what you already have to propel what you are trying to become.
Join the waiting list04 — What CIE Organizations gives you
An evidence layer for transformation decisions.
Alaya connects evidence from real work to people, teams, and services. The result is a clearer basis for staffing, internal mobility, succession, development, and capability-risk decisions.
It does not replace your HR systems. It gives them an evidence layer they currently lack.
- Understand capability from evidence, not titles or self-reported skills.
- Identify people who have demonstrated comparable work.
- See where capability is strong, concentrated, or missing.
- Use the Evidence Network to understand collaboration, influence, dependencies, and silos.
- Assess service maturity from evidence rather than aspiration.
- Identify the people and teams positioned to carry change forward.
- See where a transformation may stall because capability or connection is thin.
- Make staffing, succession, development, and capability-risk decisions with a clearer basis.
05 — Transformation questions
Questions Alaya helps answer.
Transformation question
What organizations usually have
What Alaya adds
“Can we adopt AI in this service?”
Strategy decks, tool pilots, vendor claims
Evidence of current service maturity, of who has done comparable work, and of where capability is missing
“Can this team deliver the new operating model?”
Org charts, job titles, self-reported skills
Evidence-anchored capability and concentration risk
“Where will this transformation break?”
Roadmaps and milestones
Capability gaps, dependencies, and thin evidence
“Who can lead this change?”
Reputation and management judgment
Demonstrated capability across relevant work
“What can we actually do today?”
Aspirational maturity models
An evidence-based view of current capability
“How do we use what we already have?”
Fragmented people and process data
Capability, the Evidence Network, and service maturity in one connected view
06 — Example: a transformation view Illustrative example
Who can lead this critical migration?
“Who can lead this critical migration, and where is this capability concentrated?”
- 12 people with evidenced cross-functional delivery capability.
- 3 with corroborated evidence across multiple work accounts.
- 2 capability concentrations dependent on one team.
- 4 claimed capabilities with insufficient evidence to support a decision.
The plan becomes more credible when it is connected to demonstrated capability.
07 — Transparency and consent
Evidence with consent.
A CIE Professional that an employee created outside the organization does not become part of it by working there. An employee can choose to import what they have built in their personal CIE, or create a CIE on the company platform. Either way, the organization receives the accounts the person chooses to contribute for organizational understanding.
That boundary is not a compliance detail. It is what makes candid, specific accounts possible.
08 — Next step
Try CIE Organizations
CIE Organizations is in production. Join the waiting list to be among the first organizations to try it.
Join the waiting listStart a conversation
If something here connects with a question you are exploring, a transformation you are planning, or work you are trying to understand, write to Alaya directly. Your message will be read and answered by a person.
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