Start with the work
Mapped role complexity, business functions and real operating requirements before deciding on learning.
NCP & Botswana Ash
Making capability visible across complex operations.
A role-to-capability approach that turned broad operational requirements into clear learning priorities, specific outcomes and practical review cycles.
The brief
When roles span technical, operational and people responsibilities, a generic training catalogue is not enough. The work was to create a shared, usable picture of what each role needed to know, practise and sustain.
My approach
Make depth explicit
Defined whether each capability required working knowledge, intermediate skill or advanced applied practice.
Connect to outcomes
Translated capability needs into specific learning outcomes that could guide internal and external provision.
Build in review
Created a structure for prioritisation and periodic review, so the system could remain useful as roles changed.
What it enabled
- A clearer view of capability needs across roles and functions.
- More disciplined decisions about learning priority, depth and investment.
- A practical bridge between role requirements, curriculum planning and delivery quality.
This portfolio view is an original summary of the method. Original matrices, role data, internal systems and operational detail remain protected.
Contact
Let's build capability that lasts.
Open to senior Learning & Development, organisational capability, digital learning and responsible-AI adoption opportunities—as an employee, consultant or delivery partner.