From LCpl to LtGen and contractor to CEO, decisions are made based on information - not data. Yet, our Information Technology (IT) systems focus on the big “T” with a small “I”. Turning the raw material of data into information (never mind insight) requires large investments in human capital, with specialized analytical skill sets, that produce multiple versions of the truth. These analyses are based on incomplete, rearward-looking information that does not target the entire value creation chain (Factory to Flight line). The result is episodic, inefficient organizational learning and sub-optimal return on investments. The following paper addresses PMA-275’s strategy map development and the decomposition of information capital requirements. The goal is to turn data into information for people to make decisions that lead to actions that add/create value. Information capital requirements consist of two main parts: information infrastructure and information capital applications. Informational applications range from transactional requirements that automate the correlation of data from disparate data systems, to knowledge management/business intelligence tools that discover new patterns in the data to develop new business rules.