The potential for a company to achieve its strategy can be said to be enabled or limited by the sum of its capabilities. This idea has been strongly adopted by the business archiecture community, which pursues a 'scientific' approach to business design, and where it has become popular to map or model an organisation's capabilities with a view to finding gaps or opportunities for improvement.
An issue here is that capability models tend to look similar to process models, or at least their components, the capabilities could easily be mistaken for business processes. So the question is how do they differ? Or to phrase it another way, is there any architecturally significant difference between a business capability and a business process? (And indeed, does it matter?)
Rather than attempting to describe this by quoting different definitions of process vs capability I have attempted to analyse the different meanings by developing a concepts map.