The nature of modern organizations needs to be increasingly adaptive, since they are dealing with a constant demand to respond to stimuli derived from the dynamic environments they operate in. Changing their capabilities is a common response, and this makes capability management a vital aspect of organizational survivability. To date, there are no approaches specifically designed to address this specific situation. KYKLOS and Compass are two interlinked approaches of different complexity, a DSML and a canvas, developed to support capability change. As recently developed methods, they lacked formal demonstration and evaluation; therefore, the goal of this article is to present the demonstration and evaluation of the two approaches by their stakeholders, in particular, business and modeling experts. A case study in a Swedish company in the ERP system consulting domain that is undergoing changes in its sales and consulting capabilities related to evolving customer requirements has been used to demonstrate and evaluate the two approaches. The process consisted of two evaluation cycles. The first cycle concerned KYKLOS and used two categories of evaluators, the business experts and the modeling experts. While the modeling experts evaluated positively the method, the business experts had difficulties associated with its ease of use and adoption. This resulted in the development of Compass, which was evaluated by business experts during the second evaluation cycle. Compass was evaluated more positively in terms of the difficult aspects, but the challenge is ongoing and motivates further future research.
