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Lessons learned launching and scaling capability management november 2020

Lessons learned in launching and scaling capability management projects. Big bang or start small. One large model or many linked models. The roles of leadership. Delivering value to employees first.

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Lessons learned launching and scaling capability management november 2020

  1. 1. karen@ibbaka.com steven@ibbaka.com Building Capability Management
  2. 2. The Capability Management Transformation Lessons learned launching and scaling skill and competency platforms karen@ibbaka.com steven@ibbaka.com November 2020 2 I Ibbaka © 2020
  3. 3. 3 I Ibbaka © 2020 Why adopt capability management 2020 - Lessons Learned for Launching and Scaling Capability 1. Align capabilities with goals across all levels ○ Individual ○ Team ○ Organization ○ Society 2. Give individuals, teams and the organization the insights needed to ○ Develop skills and competencies ○ Put them to work in Jobs Roles and On Teams ○ Know what skills are the most relevant ○ Prepare for the future
  4. 4. 4 I Ibbaka © 2020 Some Common Use Cases Develop new capabilities Identify skill gaps and target learning investments Enable self directed career growth Build cross functional skill-based teams • Model the new capability • Use Open Competency Models to accelerate development • Find the people with potential to develop the skills • Build individual and team skill profiles • Apply capability/competency models • See skill gaps and hidden potential • Take action to close gaps • Identify core and target skills • Align with organization goals • Build and apply new skills • Design team skill needs • Understand the complementary and connecting skills • Search and combine people into skill-based teams 2020 - Lessons Learned for Launching and Scaling Capability
  5. 5. 5 I Ibbaka © 2020 Leaders must be able to answer key business questions 1. What skills are available to our organization? 1. How are they being applied? 1. Do we have the skills we need to meet today’s goals? 1. Will we have the skills we need to meet tomorrow’s goals? 1. Are there hidden pockets of potential we can deploy? 1. Who are the critical people on our team? ➔ Ibbaka Talent answers these questions 2020 - Lessons Learned for Launching and Scaling Capability
  6. 6. 6 I Ibbaka © 2020 What is capability management 1. A new discipline focused on alignment of goals and skills to deliver outcomes 2. That combines skill profiles, competency management and strategic choices, and 3. Uses AI to enhance (not replace) human understanding and performance Business Impact Enable major new capabilities for category creation strategies Build resilience and adaptation Develop the skills and competencies needed for the future 2020 - Lessons Learned for Launching and Scaling Capability
  7. 7. 7 I Ibbaka © 2020 Capability - Competency - Skill Capability The bundle of people and their skills, frameworks, tools, processes, systems and data needed to deliver an outcome Competency (Skills in Context) A bundle of skills, behaviors and in some cases values that are needed for a capability Skill The genes of competencies (and like genes they are only expressed in the right environment and are often connected in networks) 2020 - Lessons Learned for Launching and Scaling Capability
  8. 8. 8 I Ibbaka © 2020 The concept blend Skill Profiles ● Skills understood ● Where used ● Who used with Strategic Choices ● Winning aspirations ● Where to play ● How to win ● Capabilities Competencies ● Organizational lens ● Find skill gaps ● Inject new capabilities Capability Management Concept blending is an emerging tool in innovation and design thinking based on work in cognitive science by Gille Fauconnier and Mark Turner. 2020 - Lessons Learned for Launching and Scaling Capability
  9. 9. 9 I Ibbaka © 2020 How to adopt capability management 1. Start small and expand ○ One use case for a small group ○ Add integrations and use cases ○ Bring in more groups ○ Extend to partners and community 2020 - Lessons Learned for Launching and Scaling Capability
  10. 10. 10 I Ibbaka © 2020 How to adopt capability management 2. Bottom up and top down ○ Bottom Up - Skills bubble up from skill profiles ○ Top Down - Skills are introduced through competency models ○ Connected - Skill Profiles connect Competency Models for Jobs-Roles-Teams 2020 - Lessons Learned for Launching and Scaling Capability
  11. 11. 11 I Ibbaka © 2020 One competency model or smaller connected models? or One Big Model + Plus ● Easier to maintain consistency ● Promotes cross functional internal mobility - Minus ● A lot of work to build ● Difficult to get started ● Can be overwhelming Smaller Connected Models + Plus ● Easier to build ● Each business has a strong sense of ownership ● In many businesses this reflects current reality - Minus ● Can lead to silos ● Connections can be hard to build and maintain 2020 - Lessons Learned for Launching and Scaling Capability
  12. 12. 12 I Ibbaka © 2020 Some lessons learned 1/3 ● Goal alignment is critical ○ Ibbaka uses Roger Martin’s Strategic Choice Cascade for this Winning Aspirations Where to Play How to Win Capabilities Systems ○ We have a downloadable tool for this available on our website ○ There are other tools for designing a competency model and design and planning ○ Roger Martin on Strategic Choice Making 2020 - Lessons Learned for Launching and Scaling Capability
  13. 13. 13 I Ibbaka © 2020 Some lessons learned 2/3 ● Start small - deliver immediate value - but plan for expansion ○ One use case for a small group (100 - 500) ○ Design for measurable results ● This will only work if leaders are engaged, transparent and willing to participate ○ Have their own skill profiles ○ Show their own strengths and the places where they want to grow ○ Suggest skills to other people ● Leaders are the people at the top of the organization chart but they are also the thought leaders, networkers and culture bearers 2020 - Lessons Learned for Launching and Scaling Capability
  14. 14. 14 I Ibbaka © 2020 Some lessons learned 3/3 ● Expansion means three things ○ Additional use cases ○ Expansion to other business units supporting their goals and skills ○ Integrations with other applications (do not make initial success dependent on integrations) ● The value to employees must be obvious ○ Employees can shape the competency model ○ Employees own their data ○ Employees are supported in their career growth 2020 - Lessons Learned for Launching and Scaling Capability
  15. 15. 15 I Ibbaka © 2020 The Ibbaka Platform Create value for all involved ● Individuals ● Teams ● Organizations ● Communities Enable adaptation ● People, teams, organizations change ● New skills are needed ● New jobs are emerging Connect the ecology ● Gather data from other systems ● Be the system of record for skills ● Deliver insights ● Support actions Provide transparency ● Give people control of their data and how it is represented (represents them) ● Use AI in meaningful ways that can be understood
  16. 16. 16 I Ibbaka © 2020 Why this is hard 1. Data is scattered across internal (HR, talent management, project management) and external systems (LinkedIn) and is in structured (databases) and unstructured (document) forms. 1. Skill and competency models have been developed and implemented top down, they are outdated and do not connect to actual work (they are not connected to projects and outcomes). 1. Skill inventories are taken annually or at best quarterly (sometime not at all), this is too slow to reflect the rapidly changing nature of today’s project driven work. 1. The interactions between skills, people, work and performance are not captured. These are complex and have emergent properties – only artificial intelligence and machine learning can uncover the real connections.
  17. 17. 17 I Ibbaka © 2020 How we do it… 1. Integrate skill data from multiple systems 1. Build a skill graph connecting people with skills roles and projects 1. Infer potential skills using AI and Natural Language Processing 1. Enable social interactions on skills 1. Build skill profiles for individuals, roles, projects, teams and the company 1. Identify skill gaps 1. Find potential and put it to work
  18. 18. 18 I Ibbaka © 2020 Configurable Competency Models • Design and configure a competency model that meets your unique needs • Connect competency models to profiles and see who has the required skills or where skill gaps exist • Add learning resources to help build new capabilities • Connect skills and competencies across your HR ecosystem
  19. 19. 19 I Ibbaka © 2020 Ibbaka Talent Architecture We extract skill data from multiple applications, documents and social interactions, recommending additional and potential skills and represents this data in the Skill Graph. Skills, roles, projects and people are shown in the Skill Map, which is easy to search and can be used to build skill-based teams.
  20. 20. 20 I Ibbaka © 2020 Ibbaka Talent Skill Graph The Ibbaka Talent AI is able to infer real and potential skills from this graph. By comparing skill requirements for roles and projects skill gaps can be found.
  21. 21. 21 I Ibbaka © 2020 How we connect Ibbaka Talent adds value to your existing talent, learning, project management and collaboration systems By connecting data from multiple systems and putting it in the context of skills the value of the data on all systems can become more valuable. 1. Take control of LinkedIn data by moving it to Ibbaka Talent and getting new insights. 2. Map tasks to skills. Staff projects with the skills and keep skill records current. 3. Enhance scheduling and financial tracking with skill data. Convert CRM opportunities to project data to forecast skill demand. 4. Connecting learning to skills to focus learning investment. Keep talent management up to date with the most current skill and project data.
  22. 22. 22 I Ibbaka © 2020 How we can help you build capabilities Skill Insight CONSULTING ENGAGEMENT • Consulting service delivered through Ibbaka Talent Platform • Answers the Key Business Questions on skills • Delivers a Strategic Skill SWOT and Skill Action Plan • Reduces execution risk while improving project outcomes and performance Skill Profiles ANNUAL SUBSCRIPTION • Integrate skill and performance data from inside and outside organization • Real-time insight into skill trends • Improve project performance • Energize consultant engagement Competencies ANNUAL SUBSCRIPTION • Build and manage skill and competency models • Integrate skill models with other systems such as your Learning Management System and Recruiting System • Leverage open competency models being built for the system
  23. 23. 23 I Ibbaka © 2020 Leadership Background Steven Forth CEO Skill Profile Steven works closely with our customers to understand how they use skill management to deliver on their business goals. His main job is to take these insights and work with the team to develop the solutions that support high-performance teams. He combines experience in growing early-stage companies (Agreement Express and LeveragePoint) with high-level strategy consulting (Monitor-Deloitte). Karen Chiang COO Skill Profile Karen drives the team to ever-higher levels of execution. She brings close to 20 years of management experience in the technology sector with over 20 years in the solution consulting and enterprise B2B software. Having direct experience of the challenges people in these industries face, she is determined to help them to solve them. She has a keen interest in high performance teams and promoting leadership within them. Lee Iverson, Ph.D. CTO Skill Profile Lee builds intelligence into our systems. He has a Ph.D. in computer vision from McGill University and worked at SRI International in Palo Alto from 1993 to 2001. For the past decade, he has focussed on collaborative work, privacy and security. Lee makes sure that our systems get smarter as people use them.
  24. 24. 24 I Ibbaka © 2020 Contact us c/o VentureLabs Suite 1100, 555 West Hastings Street Vancouver, BC Canada V6B 4N6 Steven Forth Karen Chiang E: steven@ibbaka.com E: karen@ibbaka.com T: +1 (604) 763 7397 T: +1 (415) 799 8326 W: ibbaka.com

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