Global Digital Capability Assessment project to map out training requirements across departments & functions

  • Preetikumar

    Marketing Associate

Posted on October 3, 2019 in Design


In a major thrust to improve their digital competencies across marketing, supply chain and innovation divisions, Philips wanted to develop an understanding of global digital capabilities on a common scale. This was to be used to develop a training roadmap to bridge the capabilities gap and put Philips ahead of the curve instead of playing catch-up in a dynamic, fast-paced digital landscape.

Philips turned to the innovation firm CollabCentral which brought in Preeti as the lead strategist and project manager to help execute the project.


The path forward was to develop an interactive and gamified digital audit that would be used to gauge the digital capabilities while aligning them on a common scale.

The audit was fully customized per employee, job function, and division, and a framework was developed to make the assessment holistic to assess digital skills in knowledge, deployment, result orientation, and mindset for learning and tech adoption.

Unique content was developed for each division and a mobile optimised and gamified online quiz was created. A unique time-bound link to the digital quiz was shared with each employee, and they received an instantaneous report with their digital profile (learner, warrior, knight, ninja) with scores for each section and their relative scoring vis-a-vis their divisions and functions. A common understanding and vocabulary for digital capabilities was also established.

More granular data was pulled into the database, which helped to develop an accurate picture of skills across stream and levels. Data visualizations were built in Tableau to present the data in a clear and actionable format.

This enabled the team to easily identify the largest competency gaps and most critical areas for training.


A comprehensive training roadmap for the coming year was implemented based on the clear priorities that were identified.

Project Leaders for each division and function took responsibility for the training mechanisms, which included conferences, hands-on training, webinars, small group projects, off-sites, and learning by doing.

A post-training audit was planned bi-annually.