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Skills, Capability, and Digital Transformation:
How frameworks can help build the foundations for
digital transformation
S...
Good morning!
Agenda
8:00-8:30 Registration; Tea/Coffee
8:30-8:45 Welcome from Dave Feenan, Technology Ireland ICT Skillne...
Welcome
Dave Feenan, Innovation Programmes Manager
Technology Ireland ICT Skillnet
Email – dave.Feenan@ictskillnet.ie
Mobi...
Introducing this morning’s speakers
Sinéad Murnane, Research Fellow
Innovation Value Institute, MU
Michael Hanley, Head of...
Getting better value from IT:
integrating organisational capability and
skills frameworks
Sinéad Murnane, IVI
Overview
• Integrating capabilities and skills
• What?
• Why?
• The frameworks
• How?
• Initial results from pilot
What? Connecting capabilities and skills
People
Technology Process
• Organisational Capability: the
extent of an organisat...
Why? Academic imperative
• “Organisational learning increases an organisation’s capacity to take effective
action… People ...
Why? Political/Policy imperative
• Background context of ICT Professionalism at EU policy level
• Building traction and im...
Why? Practitioner imperative
Based on framework users’ feedback
• IT-CMF: provides roadmap of what organisation needs to d...
Our initial ‘hypothesis’
• Connect organisational capabilities (Process and Technology) with
individual skills (People)
• ...
The Frameworks
IT-Capability Maturity
Framework (IT-CMF)
Skills Framework for the
Information Age (SFIA)
e-Competence Fram...
IT-CMF: 36 Critical Capabilities
IT-CMF: 5 Levels of Maturity
SFIA: 97 SkillsStrategy & Architecture Change & Transformation Development & Implementation
Information Strategy IT govern...
SFIA: 7 Levels of Responsibility
Ensure,advise
Initiate,influence
Enable
Setstrategy,inspire,mobilize
Apply
Level 7
Assist...
e-CF: 40 CompetencesA:BUILD
Competence
B:BUILD
Competence
D:ENABLE
Competence
E:MANAGE
Competence
IS & Business Strategy A...
e-CF: 5 Levels of Proficiency
SeniorProfessional/Manager
LeadProfessional/SeniorManager
Professional
Principal
Associate
e...
Integrating Skills and Capabilities
• Objective: Which individual skills were required to support
organisational improveme...
Analogous levels of granularity
IT-CMF
Macro
CC
Category
CBB
•IT-Capability Maturity
Framework
•High level grouping
•Criti...
Sample Capability/Skills mapping output
• IT-CMF capability BPM to SFIA
e-CF
Business Area
Competence
Proficiency
•e-Competence
Framework
•High level grouping
•Overall description of
competence
...
Sample Capability/Skills mapping output
• IT-CMF capability BPM to e-CF
Put them together and whaddya get?
• “short-cut”
• Select focus capability area(s?) based on organisational priorities
• K...
Initial results from pilot
• Large Irish financial company
• IT management team
• Business users of IT
• IT-CMF assessment...
Key findings
• Using both frameworks gave a clearer
and broader idea of what was
required to improve target capability
• O...
Unexpected findings
• Did not make ‘getting into’ either
framework any easier!
… however…
• A more powerful and valuable t...
The Skills Equation in
Organisational Digital Transformation
Michael Hanley, IVI
IT Capability Maturity Framework
The Skills Equation in Organisation Digital Transformation
ICT Skillnet
15th May 2019
Mic...
Context:
There is intense pressure on organisations to transform their enterprises
to remain high-performing in an age of ...
“Using Information Technology that enables the organisation
by improving the Efficiency, Effectiveness and Experience of s...
Digitally-Enabled Business Change Lifecycle
• Align
Business & IT
Goals
1
• Define
Business
Improvement
2 Design
Business
...
Characteristics of Digital Transformation
The digital transformation journey is complex: it requires that an organisation’...
Typical Digital Enablement Application Areas
Digital Enablement can be effectively used where large amounts of data need t...
Where do People Fit In? The Skills Equation
Knowledge + Skill + Motivation = Performance
Information
organised in a way
th...
Capability is Underpinned by the Competencies of Individuals
Capability (Organizational Level)
Capability is the organizat...
How to build Capability: Improve Competency
Develop skills
& knowledge
• Executive education
• Skills development & traini...
How to build Capability: Improve Practices
Change
existing
practice
Develop skills
& knowledge
• Enlist change team(s) to ...
How to build Capability: Improve the Organisation
Focus on
priorities
Change
existing
practice
Develop skills
& knowledge
...
What is [Digital] Disruption?
Definition for Digital Disruption
Digital disruption is an effect that changes the fundament...
Examples of Disrupted Industries
Waves of Disruption
FYI…
It's also worth noting that today's organisations are in different places on the road to
digital transformation.
If y...
The Good News
THERE IS NO BLUEPRINT FOR TRANSFORMING A TRADITIONAL
ORGANISATION INTO A DIGITAL ONE.
IT Capability Maturity Framework
Digital Disruption: Implications for skills and frameworks
Irish Context
The Expert Group on Future Skills
Needs
• Advises the Irish Government on
the current and future skills
need...
Key Findings
One third of jobs in Ireland at high risk
(probability +70%) of being disrupted by
the digital technologies’ ...
Key Findings
One third of jobs in Ireland at high risk
(probability +70%) of being disrupted by
the digital technologies’ ...
Key Implications
Vision.
Clear goals should be set by Government that cover common enablers that are necessary to
ensure a...
Current & Future Work Skills – Drivers for the Knowledge Society
Institute to the Future. (2020) Future Work Skills 2020 [...
Reworking Work – Six drivers for a new paradigm
1. Extreme longevity:
• Increasing global lifespans change the nature of
c...
10 Skills for the Future Workforce
1. Sense-Making: ability to determine the deeper
meaning or significance of what is bei...
10 Skills for the Future Workforce
1. Sense-Making: ability to determine the deeper
meaning or significance of what is bei...
1.Linking Personal And Organisational Goals
2.Better Recruitment And Retention
Standards
3.Smooth Succession Planning
4.Op...
Example: Skills Frameworks in the Organisation Context
SFIA 7 for digital transformation
❑ Provides a common business lang...
Managing Disruption: the Transition Curve
Young, A., Lockhart, T. (1995) A Cycle of Change: The Transition Curve. Cranfiel...
In Conclusion
No job is safe.
Never will be. The half-life of any particular skill is,
at most, five years. And that’s on ...
IT Capability Maturity Framework
END!
Q+A Later
Skills & Capability Frameworks
in action
Michael O’Shea, ILIM
Irish Life Investment Managers (ILIM)
Skills & Capabilities Frameworks
67
ILIM IVI – May 2019
Introduction
Michael is Head of Technical Services at Irish Life Investment
Managers in Dublin. He ...
68
ILIM IVI – May 2019
• Global leaders in Financial Services
• Over CAD$1 trillion in assets under administration
• Over ...
69
ILIM IVI – May 2019
Why?
• Desire to be better
• Unsure what to focus on
• Unsure how to go about it
• Asked the IVI to...
70
ILIM IVI – May 2019
IVI Engagement
Structure
• 3 Teams of 4 or 5 people
• Decision maker / leaders present in respect o...
71
ILIM IVI – May 2019
72
ILIM IVI – May 2019
Online survey
For each of 36 capability areas:
• Rate how important it is to
improve this capabilit...
73
ILIM IVI – May 2019
Capability Maturity Framework
74
ILIM IVI – May 2019
Focus Capabilities
BAR: Benefits Assessment & Realization
BPM: Business Process Management
75
ILIM IVI – May 2019
76
ILIM IVI – May 2019
Benefits Assessment & Realization (BAR)
77
ILIM IVI – May 2019
BAR.B4 Relevant Metrics
78
ILIM IVI – May 2019
BAR.B4 Relevant Metrics (POM)
79
ILIM IVI – May 2019
IT-CMF
➢ It’s Vast!
➢ Focus on key Competencies
➢ In turn focus on key Competency Building Blocks (...
80
ILIM IVI – May 2019
81
ILIM IVI – May 2019
Organisation Competencies vs Individual Skills
“IT-CMF can provide a useful roadmap of what an orga...
82
ILIM IVI – May 2019
SFIA
Strategy & Architecture Change & Transformation Development & Implementation
Information Strat...
83
ILIM IVI – May 2019
SFIA
BAR: Benefits Assessment & Realization BPM: Business Process Management
BENM Benefits manageme...
84
ILIM IVI – May 2019
SFIA : BENM
Monitoring for the emergence and effective realisation of anticipated benefits (typical...
85
ILIM IVI – May 2019
SFIA
➢ Another really big framework!
➢ Leverage previous thinking with CMF
➢ CMF showed us what we ...
86
ILIM IVI – May 2019
Summary
➢ Improvement requires effort
➢ Success require motivation, energy and focus
➢ If you have ...
Q&A
Thank you
sinead.murnane@mu.ie
michael.hanley@mu.ie
michael.oshea@ilim.com
20190515_Digital_Skills_and_Capabilities_Innovation_Value_Institute_Maynooth
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Getting better value from IT: integrating organisational capability and skills frameworks. Based on framework users’ feedback
IT-CMF: provides roadmap of what organisation needs to do to improve
But how to achieve this?
Skills frameworks: useful to identify skills gaps and training requirements
But how do we ensure skills development supports strategic organisational objectives?

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20190515_Digital_Skills_and_Capabilities_Innovation_Value_Institute_Maynooth

  1. 1. Skills, Capability, and Digital Transformation: How frameworks can help build the foundations for digital transformation Sinéad Murnane & Michael Hanley, Innovation Value Institute Michael O’Shea, Irish Life Investment Managers ICT Skillnet Breakfast Briefing, Ibec – 15 May 2019
  2. 2. Good morning! Agenda 8:00-8:30 Registration; Tea/Coffee 8:30-8:45 Welcome from Dave Feenan, Technology Ireland ICT Skillnet 8:45-9:05 Sinéad Murnane, IVI: Integrating Organisational Capability and Skills Frameworks 9:05-9:25 Michael Hanley, IVI: Frameworks – an organisational perspective 9:25-9:45 Michael O’Shea, ILIM: Tales from the Trenches – frameworks in action 9:45-10:15 Q&A, discussion 10:15 Closing comments
  3. 3. Welcome Dave Feenan, Innovation Programmes Manager Technology Ireland ICT Skillnet Email – dave.Feenan@ictskillnet.ie Mobile - +353 87 7595522
  4. 4. Introducing this morning’s speakers Sinéad Murnane, Research Fellow Innovation Value Institute, MU Michael Hanley, Head of Education & Knowledge Services Innovation Value Institute, MU Michael O’Shea, Development Team Manager Irish Life Investment Managers
  5. 5. Getting better value from IT: integrating organisational capability and skills frameworks Sinéad Murnane, IVI
  6. 6. Overview • Integrating capabilities and skills • What? • Why? • The frameworks • How? • Initial results from pilot
  7. 7. What? Connecting capabilities and skills People Technology Process • Organisational Capability: the extent of an organisation’s ability to do something • Individual Skill: a person’s ability to do something well Adapted from: Ross, Beath & Goodhue (1996)• Need to address all of these aspects holistically
  8. 8. Why? Academic imperative • “Organisational learning increases an organisation’s capacity to take effective action… People must have shared goals and not just have fragmented learning” Kim (1993) • “A firm’s capabilities lie primarily in the organising principles by which individual and functional expertise is structured, coordinated, and communicated” Zander & Kogut (1995) • “prior knowledge and skills at the individual and collective level for the basis for developing dynamic capabilities in firms” Nieves & Haller (2014) • “deliberate intervention by the management via a series of enablers or drivers is necessary for individual learning (human capital) to improve organisational performance” Vargas, Lloria & Roig-Dobón (2016) (full bibliographic information available)
  9. 9. Why? Political/Policy imperative • Background context of ICT Professionalism at EU policy level • Building traction and impetus at national and international level • Government-sponsored initiatives • Industry-backed programmes • Professional societies and organisations • Local and global efforts • Coordination of schemes – locally, nationally, and internationally • Skills and competences one of four pillars of nascent ICT Profession • Oft-quoted scare-stats about IT/ICT Skills shortages in the workforce
  10. 10. Why? Practitioner imperative Based on framework users’ feedback • IT-CMF: provides roadmap of what organisation needs to do to improve • But how to achieve this? • Skills frameworks: useful to identify skills gaps and training requirements • But how do we ensure skills development supports strategic organisational objectives?
  11. 11. Our initial ‘hypothesis’ • Connect organisational capabilities (Process and Technology) with individual skills (People) • Holistic development of three key aspects of the organisation • Address three key imperatives: • Academic: Exploring systematic approach to improving skills and organisational capability in concert • Policy: Identify targeted skills development requirements to support organisations, now and in the future • Practitioner: Give organisations some concrete steps towards capability improvement
  12. 12. The Frameworks IT-Capability Maturity Framework (IT-CMF) Skills Framework for the Information Age (SFIA) e-Competence Framework (e-CF) Type IT Management framework IT Management framework IT Management framework Focus Organisational capabilities Individual skills Individual skills Structure 4 macro capabilities 6 broad categories 5 key business areas Content 36 critical capabilities 97 skills areas 40 competences Specific domains of IT management or operations Recognisable areas of IT competence Competences associated with each business area Levels 5 levels of maturity 7 levels of responsibility 5 levels of proficiency
  13. 13. IT-CMF: 36 Critical Capabilities
  14. 14. IT-CMF: 5 Levels of Maturity
  15. 15. SFIA: 97 SkillsStrategy & Architecture Change & Transformation Development & Implementation Information Strategy IT governance Business Change Implementation Portfolio management Systems DevelopmentSystems development management IT strategy and planning Programme management Data analysis Information management Project management System design Information systems coordination Portfolio, programme and project support Network design Information security Business Change Management Business analysis Database design Information assurance Requirements definition and management Programming/software development Analytics Business process testing Animation development Information content publishing Change implementation planning and management Safety engineering Advice & Guidance Consultancy Organisation design and implementation Sustainability engineering Technical specialism Benefits management Information content authoring Business Strategy & Planning Research Business modelling Testing IT management Sustainability assessment User Experience User experience analysis Financial management User experience design Innovation Delivery & Operations User experience evaluation Business process improvement Service Design Availability management Installation & Integration Systems integration Enterprise and business architecture Service level management Porting/software configuration Business risk management Service Transition Service acceptance Hardware design Sustainability strategy Configuration management Systems installation/decommissioning Technical Strategy & Planning Emerging technology monitoring Asset management Continuity management Change management Skills & Quality Sustainability management Release and deployment Skill Management Learning and development management Network planning Service Operation System software Learning assessment and evaluation Solution architecture Capacity management Learning design and development Data management Security administration Learning delivery Methods and tools Penetration testing Teaching and subject formation Radio frequency engineering People Management Performance management Relationships & Engagement Applications support Resourcing Stakeholder Management Sourcing IT infrastructure Professional development Contract management Database administration Quality & Conformance Quality management Relationship management Storage management Quality assurance Customer service support Network support Quality standards Sales & Marketing Digital marketing Problem management Conformance review Selling Incident management Safety assessment Sales support Facilities management Digital forensics Product management
  16. 16. SFIA: 7 Levels of Responsibility Ensure,advise Initiate,influence Enable Setstrategy,inspire,mobilize Apply Level 7 Assist Level 6 Follow Level 5 Level 4 Level 3 Level 2 Level 1 Autonomy Influence Complexity Business Skills
  17. 17. e-CF: 40 CompetencesA:BUILD Competence B:BUILD Competence D:ENABLE Competence E:MANAGE Competence IS & Business Strategy Alignment Application Development Information Security Strategy Dev Forecast Development Service Level Management Component Integration ICT Quality Strategy Development Project & Portfolio Management Business Plan Development Testing Education & Training Provision Risk Management Product/Service Planning Solution Deployment Purchasing Relationship Management Architecture Design Documentation Production Sales Proposal Development Process Improvement Application Design Systems Engineering Channel Management ICT Quality Management Technology Trend Monitoring Sales Management Business Change Management Sustainable Development C:RUN User Support Contract Management Information Security Management Innovating Change Support Personnel Development IS Governance Service Delivery Information & Knowledge Mgmt Problem Management Needs Identification Digital Management
  18. 18. e-CF: 5 Levels of Proficiency SeniorProfessional/Manager LeadProfessional/SeniorManager Professional Principal Associate e-5 e-4 e-3 e-2 e-1
  19. 19. Integrating Skills and Capabilities • Objective: Which individual skills were required to support organisational improvement of target capability? • Approach: Mapping between IT-CMF and SFIA; IT-CMF and e-CF • Challenge: All address IT management from different perspectives • Solution: Analogous levels of granularity/abstraction
  20. 20. Analogous levels of granularity IT-CMF Macro CC Category CBB •IT-Capability Maturity Framework •High level grouping •Critical Capability •CBB category •Capability Building Block SFIA Category Skill Level WA •Skills for the Information Age •High level grouping •Overall description of skill •Level specific skill description •Work Activity * * Work Activities are a component of the SFIAplus add-on developed by BCS – the Chartered Institute for IT
  21. 21. Sample Capability/Skills mapping output • IT-CMF capability BPM to SFIA
  22. 22. e-CF Business Area Competence Proficiency •e-Competence Framework •High level grouping •Overall description of competence •Level specific description Analogous levels of granularity IT-CMF Macro CC Category CBB •IT-Capability Maturity Framework •High level grouping •Critical Capability •CBB category •Capability Building Block
  23. 23. Sample Capability/Skills mapping output • IT-CMF capability BPM to e-CF
  24. 24. Put them together and whaddya get? • “short-cut” • Select focus capability area(s?) based on organisational priorities • Known issue(s) or pain point • Burning platform • Assessment • Key skills related to that area already identified • Is this being done? By whom? Who should be? • Indicates levels in organisation that need to be engaged • Multiple potential solutions to addressing skills gap
  25. 25. Initial results from pilot • Large Irish financial company • IT management team • Business users of IT • IT-CMF assessment • Identify priority capability improvement areas • Benefits Assessment and Realisation • Business Process Management • Existing informational tools • IT-CMF: detailed information relating to priority capability areas • SFIA: skills and levels based on target CC and CBBs • Prototype tools presented • Job role profiles • Improvement planning templates
  26. 26. Key findings • Using both frameworks gave a clearer and broader idea of what was required to improve target capability • Ordered sequence for progress emerged 1. End-to-end process mapping (clarity of desired future state) 2. Set/agree accountabilities (who will drive it) 3. Identify required skills (training, reassignment, etc.) • Demonstrated distribution of required skills required for successful change implementation or improvement • Strategically enacted skills needed • Senior management participation • Prioritisation of senior sponsorship at outset of capability improvement programme • Provided objective data to support change in organisation, e.g. • Evidence and legitimacy to support change agents’ needs/claims for senior management support
  27. 27. Unexpected findings • Did not make ‘getting into’ either framework any easier! … however… • A more powerful and valuable tool than we anticipated • Users could manage complexity through dependencies and relationships revealed by bringing the two frameworks together • Tools to identify and document actions to drive improvement • Awakened disruptive thinking • “It’s not just about what can we do better, but what can we do differently?” • Teams open to improvement, collaboration, less siloed • Organisational legacy needs balance • Highlighted cooperative environment • Identified organisational ‘bottle necks’ • Processes • Structures
  28. 28. The Skills Equation in Organisational Digital Transformation Michael Hanley, IVI
  29. 29. IT Capability Maturity Framework The Skills Equation in Organisation Digital Transformation ICT Skillnet 15th May 2019 Michael Hanley, IVI
  30. 30. Context: There is intense pressure on organisations to transform their enterprises to remain high-performing in an age of disruption. This digital transformation imperative requires organisations to improve - and often completely overhaul - their technical capabilities. But true transformation demands more than just new technologies. It requires strategic vision and commitment from the top of the organisation to rethink and retool the three main attributes of the modern enterprise: 1. its people (culture) 2. its processes 3. and its technology Any effective digital business leader will tell you that introducing new technology is the easier part; it’s the cultural and process changes that can thwart progress. Safavi, K., Kalis, B. (2019)Accenture Digital Health Tech Vision 2018 Internet. Available from: https://www.accenture.com/_acnmedia/PDF-78/Accenture-digital-health-tech-vision-2018.pdf Accessed 4 April 2019
  31. 31. “Using Information Technology that enables the organisation by improving the Efficiency, Effectiveness and Experience of services1.” (2015). IT Enabled Services. Available: http://www.itinfo.am/eng/it-enabled-services/#chapter2. Accessed 1 September 2018. What is Digital Transformation? Traditional Service Digital Enablement Service Delivery Org Process Re-engineering (e.g. via digital enablement or capability improvement) Value Added
  32. 32. Digitally-Enabled Business Change Lifecycle • Align Business & IT Goals 1 • Define Business Improvement 2 Design Business Change 3 • Implement Business Change 4 • Deliver Benefits 5 Direction of Travel New + Transversal Skills Required
  33. 33. Characteristics of Digital Transformation The digital transformation journey is complex: it requires that an organisation’s business model and processes must be reimagined and modified to accommodate 1. digital technologies 2. the need for rapid innovation “IT” must be reconceptualised as a fully integrated organisation component, not a functional silo; technology must become core to how the organisation operates. The focus must shift from technology deployment to how it “…enables information to be leveraged for operational and strategic purposes” (Peppard, 2014). • Digital technologies impact every function and business unit; the organisation can’t consider technology in isolation. • Digital transformation requires a distinct evolution from traditional organisational thinking and doing. Peppard, J. (2014). Digital dynamics in the C-suite: accelerating digitization with the right conversations. Sungard.
  34. 34. Typical Digital Enablement Application Areas Digital Enablement can be effectively used where large amounts of data need to be processed and utilised for delivering the results, or the data is the outcome of the service. In all cases, without use of IT, the task would be unmanageable. Typical domains where digitally enabled services can be deployed are: • Financial Transaction Services – insurance premium payments • Logistics & Supply Chain Management – just-in-time manufacturing components delivery • Helpdesk – first line support for equipment maintenance • Customer Support Service – telecoms service provider customer query management • Data Warehouse – record storage • GIS Mapping – pizza delivery service • Content Distribution – medical patient records
  35. 35. Where do People Fit In? The Skills Equation Knowledge + Skill + Motivation = Performance Information organised in a way that can be acted upon. The ability, coming from knowledge, to do something well. Factors that stimulate people to be continually interested and committed to to attain a goal. The accomplishment of a given task measured against known standards of accuracy, completeness, cost, and speed.
  36. 36. Capability is Underpinned by the Competencies of Individuals Capability (Organizational Level) Capability is the organization’s ability to readily mobilize (integrate, reconfigure, acquire, release) resources (tangible and intangible) towards achieving specific outcomes1 Competency (Individual Level) Competence is the demonstrated ability of the individual to apply knowledge, skills, behaviour, and attitudes for achieving observable results2 1Innovation Value Institute. (2015) Critical Capability Summaries: IT Capability Maturity Framework. January, p.3. 2European e-Competence Framework version 3 No. CWA 16234 (2013) e-CF Founding principles. [Internet] Available from: <http://www.ecompetences.eu/e-cf-founding-principles/> [Accessed 22 August, 2014]
  37. 37. How to build Capability: Improve Competency Develop skills & knowledge • Executive education • Skills development & training • Leadership & talent management Skills, Knowledge, Behaviour
  38. 38. How to build Capability: Improve Practices Change existing practice Develop skills & knowledge • Enlist change team(s) to lead improvement • Identify gaps in practice, process, structure, role and skills • Plan change actions in line with performance goals • Execute changes • Executive education • Skills development & training • Leadership & talent management Capability Building Blocks; Practices, Outcomes & Metrics (POMs) Skills, Knowledge, Behaviour
  39. 39. How to build Capability: Improve the Organisation Focus on priorities Change existing practice Develop skills & knowledge • Identify the business drivers for IT change: vision and urgency • Assess as-is capability maturity • Define capability targets consistent with strategy • Define priority capabilities (or clusters) for improvement • Enlist change team(s) to lead improvement • Identify gaps in practice, process, structure, role and skills • Plan change actions in line with performance goals • Execute changes • Executive education • Skills development & training • Leadership & talent management Capability can only be improved through focused investment, action, and leadership Organisation Capability Capability Building Blocks; Practices, Outcomes & Metrics (POMs) Skills, Knowledge, Behaviour
  40. 40. What is [Digital] Disruption? Definition for Digital Disruption Digital disruption is an effect that changes the fundamental expectations and behaviours in a culture, market, industry or process that is caused by, or expressed through, digital capabilities, channels or assets. Digital disruption is the change that occurs when new digital technologies and business models affect the value proposition of existing products and services, essentially making current products and services obsolete. Digital Disruption: • Solves a problem • Changes the competitive landscape • Causes a behavioural shift
  41. 41. Examples of Disrupted Industries
  42. 42. Waves of Disruption
  43. 43. FYI… It's also worth noting that today's organisations are in different places on the road to digital transformation. If you are feeling stuck in your digital transformation work, you are not alone. One of the hardest questions in digital transformation is how to get over the initial humps from vision to execution. DT creates angst: Many leaders and organisations think they lag far behind their peers on transformation, when that isn't the case.
  44. 44. The Good News THERE IS NO BLUEPRINT FOR TRANSFORMING A TRADITIONAL ORGANISATION INTO A DIGITAL ONE.
  45. 45. IT Capability Maturity Framework Digital Disruption: Implications for skills and frameworks
  46. 46. Irish Context The Expert Group on Future Skills Needs • Advises the Irish Government on the current and future skills needs of the economy and on other labour market issues that impact on Ireland’s enterprise and employment growth. • It has a central role in ensuring that labour market needs for skilled workers are anticipated and met. https://dbei.gov.ie/en/Publications/Publication-files/Digital-Transformation- Assessing-Impact-Digitalisation-Irelands-Workforce.pdf
  47. 47. Key Findings One third of jobs in Ireland at high risk (probability +70%) of being disrupted by the digital technologies’ adoption. Much of the disruption will result in changes to job roles and tasks performed by individuals rather than job losses. However, it’s estimated over the next 5 years potentially 46,000 jobs will become redundant. Sectors most at risk include: • Agriculture • Retail • Transport & Hospitality • Manufacturing https://dbei.gov.ie/en/Publications/Publication-files/Digital-Transformation-Assessing-Impact-Digitalisation-Irelands-Workforce.pdf
  48. 48. Key Findings One third of jobs in Ireland at high risk (probability +70%) of being disrupted by the digital technologies’ adoption. Much of the disruption will result in changes to job roles and tasks performed by individuals rather than job losses. However, it’s estimated over the next 5 years potentially 46,000 jobs will become redundant. “There is a need for all stakeholders to prepare for an increasingly automated world. Job roles [will] change ... and individuals may have many different jobs during their lives. This will have implications for the types of skills people are taught during formal education, and will also make the requirement for ongoing education and training more necessary.” Digital Transformation: Assessing the Impact of Digitalisation on Ireland's Workforce Sectors most at risk include: • Agriculture • Retail • Transport & Hospitality • Manufacturing https://dbei.gov.ie/en/Publications/Publication-files/Digital-Transformation-Assessing-Impact-Digitalisation-Irelands-Workforce.pdf
  49. 49. Key Implications Vision. Clear goals should be set by Government that cover common enablers that are necessary to ensure a sound infrastructure is available for enterprises to build on. Collaboration. Close collaboration between state and non-state bodies will help Ireland respond to the challenges imposed on the workforce by digitalisation. Performance management and other governance processes should allow for collaboration across government departments and with the broader ecosystem. Data. Information is becoming increasingly important to enterprises. Government agencies should continue to focus on working with industry to identify where data can help drive business development. Technology. Connected devices and technologies mean enterprises know more about their environment than ever before. The success of enterprise will result from how they interpret and use the data provided to them by new technologies and how they respond to the emergence of disruptive technologies. Skills. Enterprises have recognised that to be successful in their adoption of digital technologies, they will need a diverse set of skills, in addition to technical skills and high levels of IT literacy.
  50. 50. Current & Future Work Skills – Drivers for the Knowledge Society Institute to the Future. (2020) Future Work Skills 2020 [Internet] Available from http://www.iftf.org/futureworkskills/ Retrieved 1 October 2015
  51. 51. Reworking Work – Six drivers for a new paradigm 1. Extreme longevity: • Increasing global lifespans change the nature of careers and learning 2. Rise of smart machines and systems: • Workplace automation nudges human workers out of rote, repetitive tasks 3. Computational world: • Massive increases in sensors and processing power make the world a programmable system 4. New media ecology: • New communication tools require new media literacies beyond text 5. Superstructed organizations: • Social technologies drive new forms of production and value creation 6. Globally connected world: • Increased global interconnectivity puts diversity and adaptability at the centre of organizational operations
  52. 52. 10 Skills for the Future Workforce 1. Sense-Making: ability to determine the deeper meaning or significance of what is being expressed. 2. Social Intelligence: ability to connect to others in a deep and direct way, to sense and stimulate reactions and desired interactions 3. Novel & Adaptive Thinking: proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule- based 4. Cross-Cultural Competency: ability to operate in different cultural settings 5. Computational Thinking: ability to translate vast amounts of data into abstract concepts and to understand data-based reasoning
  53. 53. 10 Skills for the Future Workforce 1. Sense-Making: ability to determine the deeper meaning or significance of what is being expressed. 2. Social Intelligence: ability to connect to others in a deep and direct way, to sense and stimulate reactions and desired interactions 3. Novel & Adaptive Thinking: proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule- based 4. Cross-Cultural Competency: ability to operate in different cultural settings 5. Computational Thinking: ability to translate vast amounts of data into abstract concepts and to understand data-based reasoning 6. New-Media Literacy: ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communication 7. Transdiscipliniarity: literacy in and ability to understand concepts across multiple disciplines 8. Design Mindset: ability to represent and develop tasks and work processes for desired outcomes 9. Cognitive Load Management: ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques 10.Virtual Collaboration: ability to work productively in a virtual team
  54. 54. 1.Linking Personal And Organisational Goals 2.Better Recruitment And Retention Standards 3.Smooth Succession Planning 4.Opens Up Communication Channels between Diverse Professions & Organisation 'Silos' 5.Measures Learning & Development Impact On Performance Benefits of Skills Frameworks for Organisations
  55. 55. Example: Skills Frameworks in the Organisation Context SFIA 7 for digital transformation ❑ Provides a common business language throughout the skills management cycle. ❑ Adapted to the new world: it's never been tied to job roles or particular ideas about organisational structures. ❑ Agnostic as to whether required skills are supplied internally, externally or in collaborative partnerships. ❑ Improves communication and understanding for all involved e.g. line management, HR and employees. ❑ Using frameworks like SFIA, organisations can achieve a consistent and integrated skills and people management system. SFIA e-CF iCD
  56. 56. Managing Disruption: the Transition Curve Young, A., Lockhart, T. (1995) A Cycle of Change: The Transition Curve. Cranfield School of Management [Internet] Available from: http://www.ucd.ie/t4cms/Transition%20Curve%20Cranfield%20Article.pdf Accessed 5th August 2016 Change is situational: the new process, the new team roles, the new policy, improved capability. Transition is the psychological process people go through to come to terms with the new situation. Change is external, Transition is internal. Change can happen very quickly, while transition usually occurs more slowly. Change is an event, a happening, which may or may not be announced. Transition is the process which follows during which individuals or organisations get used to, make sense of, and start to live with different circumstances. A growth mindset will help.
  57. 57. In Conclusion No job is safe. Never will be. The half-life of any particular skill is, at most, five years. And that’s on the long side. What will keep you alive? Be curious, be willing to learn, know what gives your life meaning.
  58. 58. IT Capability Maturity Framework END! Q+A Later
  59. 59. Skills & Capability Frameworks in action Michael O’Shea, ILIM
  60. 60. Irish Life Investment Managers (ILIM) Skills & Capabilities Frameworks
  61. 61. 67 ILIM IVI – May 2019 Introduction Michael is Head of Technical Services at Irish Life Investment Managers in Dublin. He has overall responsibility for Technical Projects, Software Development, Cyber, eCommerce Platforms and Service. He joined Irish Life in 1996, and has held a variety of roles around the organisation including head of Software Development and Technical Delivery Manager. While Michael isn’t an expert in Competency or Skills frameworks he instead offers some “from the trenches” insights on how they can be useful in helping change how you might shape your organisational improvement agendas. Michael lives in Raheny with his partner Lorraine; spends too much time following Football; Fantasy or otherwise, and is currently obsessing about what car he should buy this summer. Michael OShea Head of Technical Services
  62. 62. 68 ILIM IVI – May 2019 • Global leaders in Financial Services • Over CAD$1 trillion in assets under administration • Over CAD$30bn market cap • AA rated(S&P) • Members of the Power Group of companies • Investment manager to the IL Group • Domestic Market Leaders in Asset Management • Over €75bn in assets under management • 30 years investment expertise • Award Winning Investment Capabilities • Multi Platform delivery options Irish Life Investment Managers
  63. 63. 69 ILIM IVI – May 2019 Why? • Desire to be better • Unsure what to focus on • Unsure how to go about it • Asked the IVI to help us pilot our adoption of the IT-CMF & SFIA Frameworks
  64. 64. 70 ILIM IVI – May 2019 IVI Engagement Structure • 3 Teams of 4 or 5 people • Decision maker / leaders present in respect of each team ➢ IT Management Team ➢ Business Analyst Team ➢ Fund Management Systems Team Steps 1. Online survey to identify focus areas 2. Workshop selected Competencies 3. Workshop related Skills
  65. 65. 71 ILIM IVI – May 2019
  66. 66. 72 ILIM IVI – May 2019 Online survey For each of 36 capability areas: • Rate how important it is to improve this capability now • Two questions per CC, five ‘maturity statements’ per question: – Current State: Which statement best describes this capability in your organisation now? – Desired Future State: Which best describes where you want to be in 12-18 months? Importance: 0-5 star rating Select Current maturity Select Target maturity
  67. 67. 73 ILIM IVI – May 2019 Capability Maturity Framework
  68. 68. 74 ILIM IVI – May 2019 Focus Capabilities BAR: Benefits Assessment & Realization BPM: Business Process Management
  69. 69. 75 ILIM IVI – May 2019
  70. 70. 76 ILIM IVI – May 2019 Benefits Assessment & Realization (BAR)
  71. 71. 77 ILIM IVI – May 2019 BAR.B4 Relevant Metrics
  72. 72. 78 ILIM IVI – May 2019 BAR.B4 Relevant Metrics (POM)
  73. 73. 79 ILIM IVI – May 2019 IT-CMF ➢ It’s Vast! ➢ Focus on key Competencies ➢ In turn focus on key Competency Building Blocks (CBBs) ➢ Be realistic in terms of setting Current vs Target maturity levels ➢ POM includes lots of detail regarding required Practices at each level, and how to measure coverage ➢ Select some practices, implement ➢ Rinse, Repeat, Review
  74. 74. 80 ILIM IVI – May 2019
  75. 75. 81 ILIM IVI – May 2019 Organisation Competencies vs Individual Skills “IT-CMF can provide a useful roadmap of what an organisation needs to do in order to improve, but how to achieve this is not always clear” We found that CMF gaps could be closed via Executive edict “Lead and Lag measures now mandatory on all Project Approval Requests” “PMO now responsible for Benefits Tracking and Reporting” But making edicts like these did not automatically imbue individuals with the required skills So maybe a different approach is required? People vs Processes
  76. 76. 82 ILIM IVI – May 2019 SFIA Strategy & Architecture Change & Transformation Development & Implementation Information Strategy IT governance Business Change Implementation Portfolio management Systems Development Systems development management IT strategy and planning Programme management Data analysis Information management Project management System design Information systems coordination Portfolio, programme and project support Network design Information security Business Change Management Business analysis Database design Information assurance Requirements definition and management Programming/software development Analytics Business process testing Animation development Information content publishing Change implementation planning and management Safety engineering Advice & Guidance Consultancy Organisation design and implementation Sustainability engineering Technical specialism Benefits management Information content authoring Business Strategy & Planning Research Business modelling Testing IT management Sustainability assessment User Experience User experience analysis Financial management User experience design Innovation Delivery & Operations User experience evaluation Business process improvement Service Design Availability management Installation & Integration Systems integration Enterprise and business architecture Service level management Porting/software configuration Business risk management Service Transition Service acceptance Hardware design Sustainability strategy Configuration management Systems installation/decommissioning Technical Strategy & Planning Emerging technology monitoring Asset management Continuity management Change management Skills & Quality Sustainability management Release and deployment Skill Management Learning and development management Network planning Service Operation System software Learning assessment and evaluation Solution architecture Capacity management Learning design and development Data management Security administration Learning delivery Methods and tools Penetration testing Teaching and subject formation Radio frequency engineering People Management Performance management Relationships & Engagement Applications support Resourcing Stakeholder Management Sourcing IT infrastructure Professional development Contract management Database administration Quality & Conformance Quality management Relationship management Storage management Quality assurance Customer service support Network support Quality standards Sales & Marketing Digital marketing Problem management Conformance review Selling Incident management Safety assessment Sales support Facilities management Digital forensics Product management
  77. 77. 83 ILIM IVI – May 2019 SFIA BAR: Benefits Assessment & Realization BPM: Business Process Management BENM Benefits management BUAN Business analysis CIPM Change implementation planning and management BPRE Business process improvement CIPM Change implementation planning and management ORDI Organisational design and implementation BPTS Business process testing SFIA Skills mapped to each of the critical capabilities
  78. 78. 84 ILIM IVI – May 2019 SFIA : BENM Monitoring for the emergence and effective realisation of anticipated benefits (typically specified as part of the business case for a change programme or project). Action (typically by the programme management team) to optimise the business impact of individual and combined benefits Level 7 No skill description at this level Level 6 Promotes the change programme vision to staff at all levels of the business operation, brings order to complex situations, and keeps a focus on business objectives. Works with senior people responsible for the line business operation, to ensure maximum improvements are made in the business operations as groups of projects deliver their products into operational use. Maintains the business case for funding the programme and confirms continuing business viability of the programme at regular intervals Level 5 Identifies specific measures and mechanisms by which benefits can be measured, and plans to activate these mechanisms at the required time. Monitors benefits against what was predicted in the business case and ensures that all participants are informed and involved throughout the change programme and fully prepared to exploit the new operational business environment once it is in place. Supports senior management to ensure that all plans, work packages and deliverables are aligned to the expected benefits and leads activities required in the realisation of the benefits of each part of the change programme. Level 4 Level 3 Level 2 Level 1 No skill description at this level No skill description at this level No skill description at this level No skill description at this level
  79. 79. 85 ILIM IVI – May 2019 SFIA ➢ Another really big framework! ➢ Leverage previous thinking with CMF ➢ CMF showed us what we want to do, now we can focus on the how. ➢ Identify the “Who” … ➢ Utilise Skills language to re-frame role definitions as required ➢ Now we have traversed from organisational desire at one end to individual accountability at the other
  80. 80. 86 ILIM IVI – May 2019 Summary ➢ Improvement requires effort ➢ Success require motivation, energy and focus ➢ If you have those things, then the use of one of more frameworks can help you successfully channel it: ➢ Start Simple ➢ Allow expertise to develop over time; don’t let it be a blocker ➢ Never underestimate the power of group think / workshop ➢ Consensus is hard ➢ Executive buy-in is imperative
  81. 81. Q&A
  82. 82. Thank you sinead.murnane@mu.ie michael.hanley@mu.ie michael.oshea@ilim.com

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