Organizational leaders charged with organizational role design and workforce planning as well as recruitment and performance management can benefit from re-skilling and up-skilling talent management for IT organizations.\nThree of the primary advantages to utilizing a framework for IT skills management are 1) defining organizational roles with standard skills, 2) mapping existing roles to standard organizational IT roles, and 3) measuring skills gaps.\nReference architecture can improve how business relationship managers deliver business capabilities. Process models assist in the visualization of interaction inputs and outputs. RACI (which is an acronym for responsible, accountable, consulted, informed) can add clarity around ownership of activities. These tools add value under specific constraints and contexts. They\u2019re tactical. They don\u2019t solve strategic problems.\nGetting strategic requires that we validate or build in common languages to define skills, abilities, and expertise. Standardization of skills improves consistency. By removing ambiguous or confusing language (and jargon), we\u2019re left with the essence of the role.\nOne of the most widely used skills frameworks is the Skills Framework for the Information Age (SFIA), pronounced \u201cSofia.\u201d This framework describes 97 skills and 344 tasks\u2014aligned to skill level\u2014required by professionals in roles involving information and communications technology.\nSkills Framework for the Information Age (SFIA)\nThe Skills Framework for the Information Age provides a common reference model to define skills and responsibilities\u2014not roles. SFIA 6 was released in July of 2015 and defines a framework to expand professional IT skills with competency levels and generic levels of responsibility. SFIA 6 defines seven levels of responsibility:\n\nLevel 1: Follow\nLevel 2: Assist\nLevel 3: Apply\nLevel 4: Enable\nLevel 5: Ensure, advise\nLevel 6: Initiate, influence\nLevel 7: Set strategy, inspire, mobilize\n\nThe goal of the levels of responsibility is, first, to reflect experience and competency with the designated level, and, second, provide generic levels of responsibility for each level:\n\nAutonomy\nInfluence\nComplexity\nBusiness skills\n\nThe areas of responsibility are supported by six categories containing subcategories and skills:\n\nStrategy and architecture: information strategy, advice and guidance, business strategy and planning, and technical strategy and planning\nChange and transformation: business change implementation and business change management\nDevelopment and implementation: systems development, user experience, and installation and integration\nDelivery and operation: service design, service transition, and service operations\nSkills and quality: skill management, people management, and quality and conformance\nRelationships and engagement: stakeholder management, and sales and marketing\n\nYou know your business model is changing. Read any source on CIO strategy, and you\u2019ll find that the skills your organization needs today will be different tomorrow. You know this. What action have you taken this year to redefine how your team, department, and organization will be impacted? Use this step-by-step approach for organizational competency analysis:\n\nIdentity the job category.\nFind the job subcategory.\nReference the skills in the subcategory.\nDevelop a competency profile.\nCompare staff to the target competency profile.\nDetermine staff skills gaps.\n\nThe archetype of the SFIA framework has several core elements. These elements, together, form the foundation of the SFIA framework as well as SFIAplus (an extended version of the framework):\n\nCategory, subcategory: skill groupings for ease of reference\nSkill: recognizable area of IT competence\nSkill resource: details topics related to the skill\nCode: reference for rapid skill identification\nLevel: the degree of responsibility that an IT practitioner exercises\nTask: a skill aligned to a specific level\nTask components: components defining the task\n\nDare to think beyond today\nLeaders, innovators, and organizational pioneers won\u2019t be wearing t-shirts with the logo, \u201cChange means action.\u201d When we envision change agents, we often imagine strong A players who express determination and force in everything they communicate. Change leaders can also lead quietly. Orchestrating from the rear of the room, they coordinate decision points almost like the conductor of a symphony.\nThese agents could be leading an army of employees or inspiring a single mind to act. Who in your office is experimenting with your organization\u2019s DNA? That person might be in the office next-door.\nThere\u2019s one certainty as technology transforms our values, beliefs, and behaviors: Change agents are using competency frameworks to slowly redefine the future of work.