Most people and architects will argue that serendipity is no capability as it cannot be forced and as such it is draped from most capability maps. However serendipity can be grown and managed, just not by classical business processes. The same is true for top results or creativity. Take coaching a top sport team as an example. You can ensure the optimal training environment, but this does not mean that your team will succeed. Instead you often rely on the personality traits of a certain coach and on other non standard measurements that often only work once, in same way as a good joke only works once.
As such we can establish serendipity as a capability, but never as a business process. The problem with business processes is that by nature they aim for repeatability and by average making things to commodities. If we as business architects cut the fixed link between capabilities and business processes and instead introduce nurturing capabilities we will actually be able to help our companies to grow instead of just being more efficient.