Darryl moulds the capabilities required by an organization into an overarching business model to create a 'big picture' of what attaining excellence looks like. He then takes these capabilities, adds performance measurement elements to them, and breaks them down into modular components, interrelating them through end-to-end value streams to depict the responsibility for process stewardship at all levels of the organization. 

These stewardship assignments keep the organization focused on collaboration across operations, allowing proper motivations and incentives for department performance to be tied to what is best for the organization as a whole, which helps lessen the impact of operating in department silos.  The end result is a process-focused management capability that provides agile and adaptive qualities to the organization, allowing business executives to chart the course forward and provide a line of sight to the strategic goals and objectives for all activities performed and control and measure changes.  Aside from the organization's ability to craft directional steps to plan transformation(organizational roadmap) to meet challenges of ongoing change (within the context of a corporate performance management framework), many more capabilities can be realized, such as:

• Scoping and defining problems
• Knowing what's expected across departments for delivering expected results (right incentives for making the right decision across the value chain, not just in their department)
• Objective human performance management
• Training and orientation of all people involved in a process (which also doubles in part for regulatory compliance adherence), 
• Strategic priority planning and control for capital programs (including information technology replacement and / or integration planning and control)
• Merger and acquisition planning and implementation
  Visible rules of conduct (policy and procedures) associated directly with the activity where it is required (something applications cannot easily deliver)
• Communication and collaboration with partners, Setting Outsourcing process

The resulting process models can in turn be broken down into specifications in a connected model format (a visual use case) for use in architecting business solutions and managing operational requirements (i.e. developing custom applications, for acquiring packaged software, or automating workflows to improve productivity and integrity with repeatable processes).