This document summarizes a presentation given by Adam Thilthorpep on trends in capability management. The presentation discusses how capability management can help organizations balance current and future needs by developing their workforce. It also notes challenges for capability management like skills shortages and changing employee demands. The presentation emphasizes that capability management is important for maximizing innovation and meeting business goals with qualified IT professionals.

1. SFIA Conference 2009

2. Trends in Capability Management
Adam Thilthorpep
BCS Director for Professionalism
December 2009
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3. The IT Profession
“Only a Digital Britain can unlock the imagination and
creativity that will secure for us and our children the highly
skilled jobs of the future. Only a Digital Britain will secure the
wonders of an information revolution that could transform
every part of our lives. Only a Digital Britain will enable us to
demonstrate the vision and dynamism that we have to shape
the future ”
future.”
Rt Hon. Gordon Brown MP, Prime Minister
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4. The IT Profession
Headlines from Computer Weekly September 2009
IT at biology’s frontiers Go green with
In l
I less than 10 years IT h gone f
th has from b i a
being software
valuable tool for life sciences to being at the heart of
some of the most important research projects ever Organisations are looking to software to
undertaken. help them meet their environmental
commitments
it t
• Mining data from the human genome requires
massive computing power
• Chemical equivalent of the genome project is Computers to harness
producing another d t mountain
d i th data t i
speed of light
d f li ht
IT helps restore Lehman UK Scientists aim to speed information
If separating the IT systems is successful, Nomura p
processing by using light waves
g y g g
will be able to run Lehman Brothers UK as a Future optical computers will provide
standalone entity at a significantly lower cost than more processing power and higher speed
when it was Lehman Brothers’ UK entity
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5. Technology at the heart of business
gy
Groceries,
WH Smiths, knowing your
Amazon and the customer and real
incredible shrinking time delivery..
market share..
Collaborative
VISA, Mastercard working and
and no other booze, or how
relevant threats.. to get ahead in
Columbia..
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6. A Maturity Model for a Profession
£1 Trillion
Establis
5 A global Statutory
pound
Leve
industry with
economy
els
shed
unique
4 based on
Public
challenges..
knowledge
services
3 Governed
Dev
Levels
Chartered Status
Status,
veloping
2 Google and th
G l d the Qualified
third industrial qualifications,
experience and IT
revolution..
1 Organized competence
Derived from the Carnegie Mellon University Capability Maturity Model®
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7. Capability Management - Definition
Capability management aims to:
• balance the achievement of current operational
requirements at the same time as developing f t
i t t th ti d l i future
capabilities to meet competing operational and strategic
objectives
Effective capability management helps organisations to
achieve strategic and current operational objectives by:
• Aiding the understanding, and effective integration, re-
alignment and application of total enterprise ability or
capacity and
• Develops and provides innovative solutions
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8. Capability of IT Workforce
The skills of IT professionals are key to:
• Maximising the dividends of successful IT enabled
innovation
• Exploiting the potential of the technology to meet
customer expectations
p
• Using the power of the technology to help drive
business growth
BCS Research September 2009:
Improving the IT skills of the UK workforce should be a top
priority for boosting economic recovery
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9. Capability of IT Workforce
• The changing demographics of the labour market
market,
• Skills shortages
• Employee d
E l demands f work–life b l
d for k lif balance
• Changes to traditional geographic and competitive
boundaries
• The pace of change
Skills and knowledge need constant refreshing in order for
them to stay current, stay productive and stay in line with
strategy
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10. Can Capability Management be
ignored?
“Businesses change every day, and the
Businesses
development of a workforce that can cope with
change is not easy.”
General Manager, Human Resources Group, Japanese transportation company
IBM Global Business Services - Unlocking the DNA of the Adaptable Workforce: The Global Human Capital Study 2008
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11. Can Capability Management be
ignored?
Consequences of a shortage of qualified IT professionals:
C f h t f lifi d f i l
• Negative impact on business effectiveness and
efficiency
ffi i
• IT looses talent to other areas
• Increase of operational costs
BCS research October 2009
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12. Can Capability Management be
ignored?
How d you address a shortage of skilled IT professionals?
H do dd h t f kill d f i l ?
1. Professional development, career path initiatives
1 P f i ld l t th i iti ti
2. Improved working environment
2 I d ki i t
3. Better engagement with the business
4 Better compensation
4.
5. Training
6 Greater technology innovation
6.
BCS research October 2009
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13. Workforce Capability
Enhancing workforce performance in today’s business
environment requires:
• An adaptable workforce that can rapidly respond to
changes in the outside market
• Leadership to guide individuals through change and
deliver results
• An integrated talent management model that
eg a ed a e a age e ode a
addresses the entire employee lifecycle
• Data and information to deliver strategic insights and
g g
measure success.
IBM Global Business Services - Unlocking the DNA of the Adaptable Workforce: The Global Human Capital Study 2008
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14. Approaches to Talent Management
CIPD report 2006 – Talent Management: understanding the dimensions
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15. Business priorities
Linking business challenges to workforce issues
Li ki b i h ll t kf i
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16. How do we get what we need
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17. Trends in Capability Management
Adam Thilthorpep
BCS Director for Professionalism
December 2009
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