The document discusses building cloud competencies and transitioning IT skills to a more strategic, commercially-focused "2 speed" model. It emphasizes that new cloud roles require precise definitions of skills using frameworks like SFIA. Organizations need integrated workforce plans to analyze skills gaps, prioritize development, and ensure internal staff adopt new skills through on-the-job learning, learning from others, and a mix of formal and informal training. Change management is also key to motivate staff and gain adoption of new skills and responsibilities.

1. Building Cloud Competencies
Rising to the challenge of 2 speed IT

2. Part Solid Part Fluid
Image: DonkeyHotey
How can IT re-invent itself?
Reactive
Technical skills
Order takers
Activity focussed
Try to control all IT
Shadow IT risks
Can do, Proactive
Relationship management
Commercial focus
Strategic business partners
Value Focussed
Shadow IT governed

3. Photo by tudedude

4. Cloud Broker
Cloud Architect
Cloud Developer
Cloud Administrator
Cloud Coordinator
Cloud Systems Manager
Cloud Batch Administrator
Cloud Recruiter
Cloud Financial Manager
Cloud Security Architect
Cloud Audit Manager
Cloud Service Catalogue Manager
Cloud Service Level Manager
Cloud Performance Manager
Photo by snailsareslimy
Woolly language and jargon do not help …
… and new job titles DO NOT describe competencies & skills

5. e.g. Supplier
relationship
management,
Information
Security
Process Abilities
e.g. Service Integration &
Management
e.g.
Thinks and acts
commercially
e.g. Cloud service
contracts, Cloud TCO
Action
Action
Action
Action
Action
Activity / Task
e.g. Create Service
Catalogue
Professional Skill
Behavioural Skill
Knowledge
Experience e.g. Have demonstrated
competence by
managing cloud based
services
SFIA focuses on
Professional IT skills
SFIA
We can use this model …
… to bring precision to our people requirements

6. Strategy Development
•Business Plan
•IT & technology plan
Organisation design
Process design
Technology and applications
architecture
Role requirements
Skill requirements
 Gap analysis
 Prioritization
 Action planning
Operational People
Management
 Skills assessment
 Skills development
 Performance management
Analyse
medium to
long term
outlook
Incorporate
technology
strategy
Prioritise
critical skills
for future
business
needs
Plan for
change
Maintain
Transition
Grow
Skills flight pathSkills Planning
Skills Flight Path
You can plan the development needed to execute your Cloud strategy

7. set
strategy,
inspire,
mobilise
7
initiate,
influence
6
ensure,
advise
5
enable
4
assist
2
apply
3
follow
1
The skill levels of the in-house
team will need to shift upwards
toward management, strategic
and commercially focussed
levels.
Represented in SFIA by:
Levels
5, 6 & 7
Upwards shift
SFIA skill levels
An upward shift in skill levels is needed
And SFIA can help you describe precisely what you need

8. The internal organisation will need to grow
specific professional skills described in SFIA
such as:
 Enterprise & business architecture
 IT Governance
 Innovation
 Service level management
 Supplier relationship management
 Contract management
 Procurement
 Information Assurance
 Information Security
 Financial management for IT Grow
Transition
out
Maintain
Grow
Indicative
skills flight-
paths
mapped
to SFIA
Upwards drift to levels 5,6 & 7
Text from the Skills Framework for the Information Age quoted by kind permission of The SFIA Foundation: www.SFIA.org.uk.
Maintain
Grow
In addition: new skills & knowledge …
… are needed to reflect different responsibilities

9. SFIALevel7
Autonomy: Has authority & responsibility for all aspects of …
Influence: Makes decisions critical to organisation success …
Complexity: Leads on the formulation of strategy …
Business skills: Has a full range of strategic management …
Supplier relationship
management
On behalf of a client organisation,
the identification and
management of external suppliers
to ensure successful delivery of
products and services required by
the business.
Determines overall supplier
management strategy, embracing
effective management and
operational relationships at all
levels. Establishes a framework to
monitor the service provided and
ensure value for money over the
lifetime of the contract … …
SFIA skill name
SFIA defines the skill of
Supplier relationship
management
and also describes how it
looks for each SFIA level …
in this case for level 7
Generic definition of
SFIA level 7
Text from the Skills Framework for the Information Age quoted by kind permission of The SFIA Foundation: www.SFIA.org.uk.
Example SFIA skill
definition
SFIA provides precise definitions …
… to clarify and quantify the skills gaps to be closed
SFIA

10. Photo by fdecomite

11. Strategic Intent – what do we want to achieve?
Workforce Demand – what kind of people will we need?
Workforce Supply – what kind of people do we have?
Workforce Management – Bridging the gap between demand and supply by active management of :
1. Attract: How will we ensure that the people we need are interested in joining us?
2. Identify: How will we select people who are right for our current and future needs?
3. Grow: How will we develop and grow our current employees?
4. Buy: What skills will we source externally and from where?
5. Keep: How will we manage engagement and motivation to retain the people we need?
6. Lose: Which of our current people would be better suited elsewhere?
2015 2016 2017
IT Capability
Targets
Key questions
•Which roles / skills do you want to grow?
•What will you be keeping in-house, what will you out-source?
•What roles / skills will not be required going forward?
•How many people, with what skills, do you need to execute
your plans?
•Operational plan – 1 year, Strategic plans 3-5 years
Making IT Talent an organisational priority

12. Photo by BrunoDelzant

13. De-motivators
 Interesting new work given to
external resources only
 Not asking for individual
preferences
 Assume internal staff should
focus on the old world
 No investment available for
developing internal staff
 Development is an
afterthought - leave things too
late to develop internal staff
 Recruiting exclusively at senior
levels
 Scaremongering
Motivators
 Provide development
opportunities
 Hire external SME’s who will
mentor internal staff
 Support from leadership team
 Timely, open & honest career
conversations
 Recruit to back fill and let
internal staff develop
 Help internal staff develop
broader commercial skills
 Allow time and space to
investigate
 Early communication explaining
the approach

14. Project Management
Current Transition Future
Change Management
Unified Value Proposition of Change Management and Project Management Copyright ©Prosci All rights reserved
The solution is designed,
developed and delivered
effectively
(Technical side)
The solution is embraced,
adopted and used proficiently
(People side)
SUCCESS
Create a single integrated plan …
… to ensure your people enthusiastically adopt new skills &
behaviours

15. 70%
20%
10%
70% ON the job
Learning by experience:
• Assignments - directly related to role
• Assignments - outside usual work responsibilities
• Increased responsibilities in current role
20% - NEAR the job
Learning from others:
• Feedback
• Networking / conferences
• Informal learning communities
• Web based research
• Internal / external
• Coaching / mentoring from experts
10% - OFF the job
Formal training courses or certifications
Actions to develop Cloud competencies …
… cannot only focus on formal training or IT certifications

16. @Peter_Leather