SFIA View: Digital culture, skills and capabilities

Digital culture, skills and capabilities

The skills needed to assess and develop the required culture, skills and capabilities for digital transformation.

organizational capability development OCDV

The provision of leadership, advice and implementation support to assess organizational capabilities and to identify, prioritise and implement improvements. The selection, adoption and integration of appropriate industry frameworks and models to guide improvements. The systematic use of capability maturity assessments, metrics, process definition, process management, repeatability and the introduction of appropriate techniques, tools and enhanced skills. The delivery of an integrated people, process and technology solution to deliver improved organizational performance in line with organization's strategic plans and objectives. The scope of improvement is organizational but may also be highly focused as necessary for example software development, systems development, project delivery or service improvement.

Sourcing SORC

The provision of policy, internal standards and advice on the procurement or commissioning of externally supplied and internally developed products and services. The provision of commercial governance, conformance to legislation and assurance of information security. The implementation of compliant procurement processes, taking full account of the issues and imperatives of both the commissioning and supplier sides. The identification and management of suppliers to ensure successful delivery of products and services required by the business.

organization design and implementation ORDI

The planning, design and implementation of an integrated organization structure and culture including the workplace environment, locations, role profiles, performance measurements, competencies and skills. The facilitation of changes needed to adapt to changes in technologies, society, new operating models and business processes. The identification of key attributes of the required culture and how these can be implemented and reinforced to bring about improved organizational performance.

Competency assessment LEDA

The assessment of knowledge, skills and behaviors by any means whether formal or informal against frameworks such as SFIA. The evaluation, selection, adoption and adaptation of assessment methods, tools, and techniques based on the context of the assessment and how the results of the assessment are to be used. The evaluation of learning or educational activities against defined skills/competency development outcomes.

Learning design and development TMCR

The specification, design, creation, packaging and maintenance of materials and resources for use in learning and development in the workplace or in compulsory, further or higher education. Typically involves the assimilation of information from existing sources, selection and re-presentation in a form suitable to the intended purpose and audience. Includes instructional design, content development, configuration and testing of learning environments, and use of appropriate current technologies such as audio, video, simulation and assessment. May include third party accreditation.

Knowledge management KNOW

The systematic management of vital knowledge to create value for the organization by capturing, sharing, developing and exploiting the collective knowledge of the organization to improve performance, support decision making and mitigate risks. The development of a supportive and collaborative knowledge sharing culture to drive the successful adoption of technology solutions for knowledge management. Providing access to informal, tacit knowledge as well as formal, documented, explicit knowledge by facilitating internal and external collaboration and communications.

Change implementation planning and management CIPM

The definition and management of the process for deploying and integrating new digital capabilities into the business in a way that is sensitive to and fully compatible with business operations.

Performance management PEMT

The optimization of performance of people, including determination of capabilities, integration into teams, allocation of tasks, direction, support, guidance, motivation, and management of performance.

Resourcing RESC

The overall resource management of the workforce to enable effective operation of the organization. Provision of advice on any aspect of acquiring resources, including employees, consultants and contractors.

Professional development PDSV

The facilitation of the professional development of individuals, including initiation, monitoring, review and validation of learning and development plans in line with organizational or business requirements. The counselling of participants in all relevant aspects of their continual professional development. The identification of appropriate learning/development resources. Liaison with internal and external training providers. The evaluation of the benefits of continual professional development activities.