The capabilities behind your record.

A challenge you might bring

An organisation is growing, but customers keep falling between teams. Map the whole service, clarify ownership and redesign the handovers.

The expertise here

Strategy & choices

• Strategic analysis & options — Understand the business situation, assess alternatives and shape a clear direction.
• Business-model design — Design how the business creates, delivers and captures value, including partnerships and ecosystems.
• Advisory & market insight — Research and interpret developments in Business design, evaluate options and deliver recommendations that inform decisions. Account for the quality and usefulness of your advice. Subject knowledge alone does not establish implementation experience.

Architecture & organisation

• Enterprise architecture — Align business, data, applications and technology; define enterprise principles, govern trade-offs and shape transition roadmaps.
• Business architecture — Connect business strategy to capabilities, value streams, information and business relationships.
• Operating-model design — Design how capabilities, processes, technology, services and partners work together to deliver the strategy.

Services & processes

• End-to-end service design — Design the complete customer or user journey across channels, teams and organisations.
• Process design & improvement — Analyse and redesign workflows, handovers and controls to improve measurable performance.
• Business analysis & requirements — Establish business needs, elicit and manage requirements, and evaluate whether solutions deliver the intended value.

Enterprise and business architects, business-model and operating-model designers, service designers, process specialists and business analysts.

What your evidence can show

A model or service you shaped, the decisions you influenced and what changed. For process improvement, whether the change lasted matters too.

What the assessment draws on

BIZBOK informs business architecture and its relationship to operating models. BABOK informs strategic analysis, business needs, requirements and solution evaluation. TOGAF and SFIA inform enterprise architecture across business, data, applications and technology. Government service-design guidance informs the whole service; Shingo informs sustained process improvement. Business-model and ecosystem design also draws on published consulting practice. These sources inform our own scoped criteria; they are not a single shared practitioner rating scale.

A challenge you might bring

A product meets its specification but people struggle to use it. Investigate their needs, test physical or digital prototypes and weigh usability, cost and delivery constraints.

The expertise here

Direction & lifecycle

Product strategy & leadership — Set a product vision, choose where to invest and align a portfolio of physical products, digital products or services with customer needs and business or public value.

Product management & lifecycle — Manage a product or service from opportunity and development through launch, improvement and retirement, balancing customer value, commercial viability and delivery constraints.

Advisory & market insight — Research and interpret developments in Product & User Experience, evaluate options and deliver recommendations that inform decisions. Account for the quality and usefulness of your advice. Subject knowledge alone does not establish implementation experience.

Research & design

Product discovery & research — Investigate customer and user needs, test opportunities and assumptions, and evaluate concepts and products through research, prototypes and real use.

Digital product & interaction design — Design and test digital interfaces, interactions and journeys so people can understand and use a product or service effectively.

Physical product & industrial design — Design the form, function and use of physical products, balancing ergonomics, materials, prototyping, sustainability and manufacturing constraints.

Content design — Design, structure and maintain language and information that help people understand a product or service and complete their tasks across channels.

Inclusion & consistency

Accessibility & inclusive design — Identify and remove barriers so people with different abilities and needs can use physical products, digital products and services; test with relevant users and standards.

Design systems — Create and govern reusable design principles, components and patterns that keep products coherent, accessible and practical to develop and maintain.

What your evidence can show

A product you helped shape, the users you learned from and the decisions or outcomes attributable to your work.

What the assessment draws on

SFIA and Government Digital and Data guidance inform product management and digital practice. IDSA guidance informs industrial design; the GOV.UK Design System informs shared patterns and governance. Roman Pichler adds a practitioner perspective. These sources inform scope and prototype prompts, not a completed criterion-level assessment or certification.

A challenge you might bring

An organisation wants to use AI but has fragmented data and ageing systems. Explore the options, test the risks and shape a practical route into use.

The expertise here

Strategy & design

Technology strategy & advisory — Shape or advise on how technology should support the business. Weigh the options, costs and risks, and turn business priorities into a technology strategy or roadmap. This could include deciding what to modernise, guiding investment choices, or advising leaders on the approach.

Solution & technical architecture — Design how systems fit together and make decisions about security, resilience, performance and maintainability.

Advisory & market insight — Research and interpret developments in Business technology, evaluate options and deliver recommendations that inform decisions. Account for the quality and usefulness of your advice. Subject knowledge alone does not establish implementation experience.

Applications & engineering

Business applications & functional consulting — Translate business processes and requirements into configured applications, including ERP, CRM, finance and asset-management systems.

Software engineering — Design, build, maintain and improve software, including applications, embedded software and real-time systems.

Systems integration — Connect applications, services and devices through interfaces, APIs, events and integration platforms.

Testing & quality assurance — Plan, design, execute and manage testing to assess system behaviour, quality and readiness for use.

Platforms & infrastructure

Cloud & infrastructure — Design, build and maintain computing, storage and workplace environments, on premises and in the cloud.

Platform engineering & DevOps — Build reusable platforms, deployment pipelines and automation that help teams develop, release and operate systems.

Networks & connectivity — Design, build and operate networks and connectivity, including topology, routing, capacity, availability and resilience.

Operational technology & control systems — Design, configure, commission and maintain industrial automation and control systems, including plant controls, PLCs, SCADA and operational interfaces.

Service & security

IT service management & operations — Support live technology services, manage incidents, problems and requests, and improve service reliability and support.

Cybersecurity engineering & operations — Build and operate security controls, identity systems, monitoring, vulnerability management and incident response.

Technology leaders and advisers, solution architects, software and infrastructure engineers, application specialists, integration practitioners, network and platform engineers, service managers, test practitioners, security specialists and industrial-control engineers.

What your evidence can show

Systems you built, ran, secured or advised on, with your responsibility, constraints and results made clear.

What the assessment draws on

SFIA 9 and Government Digital and Data role guidance inform technical practice; ITIL informs service management, NIST NICE informs cybersecurity specialisms and ISA guidance informs industrial automation and control systems. Consulting practice helps check the breadth. These sources inform our own scoped evidence prompts, not one shared rating scale or a claim of certification.

A challenge you might bring

An organisation wants useful AI, but its data has inconsistent definitions and unclear ownership. Establish the foundations, test a valuable use case and plan how it will operate.

The expertise here

Strategy & governance

• Data & AI strategy — Set priorities for data and AI, select valuable opportunities and shape investment, ownership and capability plans.
• Data governance & stewardship — Establish ownership, policies, catalogues and stewardship so data is understood, managed and used throughout its lifecycle.
• Responsible AI & data ethics — Assess and address fairness, privacy, transparency, safety and human oversight in the design and use of data and AI.
• Advisory & market insight — Research and interpret developments in Data & AI, evaluate options and deliver recommendations that inform decisions. Account for the quality and usefulness of your advice. Subject knowledge alone does not establish implementation experience.

Data foundations

• Data architecture & modelling — Design data models, structures and information flows, including shared definitions, metadata and storage or integration patterns.
• Data engineering — Build, integrate, transform and operate reliable data pipelines and stores, including batch, streaming and analytics-ready data.
• Data quality & master data — Improve data fitness for use and manage consistent master and reference data, including validation, reconciliation and issue resolution.

Analytics & modelling

• Analytics & business intelligence — Analyse data, define useful measures and communicate insight through reports, dashboards and visualisations that support decisions.
• Data science & machine learning — Use statistical methods, experimentation and machine learning to explain patterns, predict outcomes or optimise decisions.

AI delivery & adoption

• AI solution engineering — Build and evaluate AI-powered applications, including generative AI, retrieval and agent workflows, with appropriate integration and safeguards.
• AI & ML operations — Deploy, monitor and maintain AI and machine-learning services, including reproducibility, versioning, drift, incidents and lifecycle controls.
• AI adoption & enablement — Help people use data and AI effectively through use-case development, workflow changes, literacy, training and sustained adoption.

What your evidence can show

Your decisions, designs, pipelines, analysis, models or AI solutions, with your responsibility and limitations made clear. Choose relevant measures of quality, reliability, cost, use and business value.

What the assessment draws on

Public DAMA guidance and SFIA 9 inform data-management and engineering scope. Government Digital and Data roles help distinguish architecture and governance. NIST AI RMF informs practical trustworthiness. McKinsey QuantumBlack, BCG and Bain help check the breadth across foundations, engineering, operation and adoption. These sources inform scoped evidence prompts, not a completed criterion-level assessment or certification.

A challenge you might bring

A portfolio has more commitments than capacity. Make the trade-offs visible, reset priorities and create a credible route to the outcomes that matter.

The expertise here

Direction & oversight

• Portfolio management — Select, balance, sequence and reshape initiatives against strategy, value, risk and available capacity.
• Governance & sponsorship — Establish or exercise accountability, decision rights and oversight for delivery, including sponsorship, business cases and approval points.
• PMO & TMO — Establish, lead or provide project, programme, portfolio or transformation management office services, including coordination, decision support, consistent practices and oversight of benefits and value.
• Delivery assurance — Examine delivery plans, controls, progress and readiness to provide objective findings and recommendations for decision-makers.
• Advisory & market insight — Research and interpret developments in Delivery management, evaluate options and deliver recommendations that inform decisions. Account for the quality and usefulness of your advice. Subject knowledge alone does not establish implementation experience.

Plan & deliver

• Programme management — Coordinate related projects and other work to achieve combined outcomes, managing interdependencies and changes across the programme.
• Project management — Organise and deliver a defined initiative, coordinating scope, people, decisions and resources to achieve agreed outcomes.
• Planning & scheduling — Build and maintain realistic delivery plans, schedules, milestones and resource requirements, accounting for constraints and dependencies.
• Agility & flow — Improve how delivery flows at team, portfolio or enterprise level through iterative work, feedback, facilitation, flow measures and experimentation. Organisation restructuring around value streams belongs in Business design when that is the contribution.

Control & recover

• Project controls & reporting — Track delivery against scope, schedule and cost baselines; forecast outcomes, manage proposed changes and provide decision-ready reporting.
• Risk, issues & dependencies — Identify and manage delivery risks, resolve issues and coordinate dependencies, with clear owners, responses and escalation.
• Delivery recovery — Diagnose troubled delivery, agree a credible reset and help carry through changes to scope, priorities, plans, governance or ways of working.

Transition & value

• Transition & handover — Prepare delivered changes for use, coordinating readiness, acceptance, commissioning or cutover, handover and ongoing ownership.
• Benefits & value realisation — Define intended benefits, establish measures and ownership, and track whether delivered changes create sustained value.

Project and programme practitioners, portfolio specialists, sponsors, PMO and controls professionals, planners, agile coaches, assurance specialists and transition managers.

What your evidence can show

Your actual responsibility, the delivery decisions you made and the outcomes achieved. Coaching a team and owning a programme are different contributions.

What the assessment draws on

APM, GovS 002, SFIA 9 and Government Digital and Data guidance inform scope and evidence prompts. PMI’s public PMBOK eighth-edition overview checks breadth; Turner & Townsend and MIGSO-PCUBED help check practical delivery services. This is a Doshin synthesis, not certification, equivalent professional levels or a completed assessment rubric.

The expertise here

Strategy & resourcing

• People strategy — Set priorities and choices for the workforce and people function in support of organisational goals. Developing a strategy does not establish its implementation.

  What a review explores: Explain the needs, options and trade-offs behind your people strategy, the decisions you influenced and any separately evidenced implementation.

• Workforce planning — Plan future workforce size, skills and composition, compare scenarios and decide how to address gaps. Daily rostering and operating capacity belong in Operations.

  What a review explores: Explain the future demand and supply of people and skills, assumptions and scenarios, and the workforce decisions you helped make.

• Recruitment & resourcing — Attract, source, select and bring people into work. Describe the recruitment contribution rather than inferring it from team growth.

  What a review explores: Explain the roles and recruitment needs, your part in attraction or selection, and how you assessed the approach and outcomes.

• Advisory & market insight — Research and interpret developments in People & leadership, evaluate options and deliver recommendations that inform decisions. Account for the quality and usefulness of your advice. Subject knowledge alone does not establish implementation experience.

  What a review explores: Describe the research, advice or recommendations you personally delivered, who used them and what decisions they informed. For Mastery, describe sustained exceptional outcomes and how your work influences practice or develops other experts.

Lead & develop

• People leadership & teams — Set direction with people, build teams, delegate, give feedback and support performance and development. A senior title or project accountability alone is insufficient.

  What a review explores: Describe the people or team you led, how you supported and challenged them, and what changed through your own contribution.

• Learning & development — Understand learning needs, design and deliver development, and evaluate application at work. Includes training, coaching, mentoring and leadership development where actually evidenced.

  What a review explores: Show the development need, the approach you chose, your role in the learning or coaching, and evidence of its application; distinguish developing leaders from being a leader.

• Talent & succession — Develop talent, career pathways and succession for key roles, with fair and practical decisions about progression and continuity.

  What a review explores: Describe how you identified talent or succession needs, the decisions and opportunities you shaped, and how progress was reviewed.

Experience & inclusion

• Employee experience — Understand and improve the experience of work across employee journeys, using listening and feedback to guide specific changes.

  What a review explores: Explain the experience problem, whose needs you considered, your intervention and what feedback or outcomes showed.

• Equality, diversity & inclusion — Improve inclusive practices and address barriers to fair participation, access and progression. Capability is evidenced by work, never inferred from a person’s identity.

  What a review explores: Describe the barrier, the evidence you used, your practical contribution and how you evaluated inclusion or access.

• Workplace wellbeing — Improve working conditions, support and organisational practices affecting wellbeing. This does not establish clinical, therapeutic or counselling competence.

  What a review explores: Describe the workplace need, organisational action and your contribution, with evidence of its effect and the boundaries of your role.

• Employee relations — Manage employment relationships, consultation, workplace concerns and employee cases within the relevant setting and jurisdiction. This does not imply legal qualification.

  What a review explores: Explain the employment issue, consultation or case, your responsibility and approach, and the outcome without exposing confidential personal details.

• Reward & benefits — Design or operate pay, benefits and recognition arrangements that support workforce needs and organisational priorities. Budget responsibility alone is insufficient.

  What a review explores: Describe the reward or benefit decisions you owned, the evidence and trade-offs, and how their effect was evaluated.

People services & insight

• People analytics & insight — Analyse workforce information to inform people decisions. Distinguish producing insight from technical data engineering and from delivering the resulting intervention.

  What a review explores: Explain the people question, data and limitations, your analysis and the decision it informed while protecting personal information.

• HR services & transformation — Design, run or improve HR services, processes and ways of working. State which service and contribution; using HR software does not establish technical implementation expertise.

  What a review explores: Describe the HR service and users, your operational or improvement responsibility, and the effect on service quality, access or efficiency.

People and team leaders, HR practitioners, learning and development specialists, workforce planners, recruiters, talent and reward specialists, employee-relations practitioners and people analysts.

What your evidence can show

The people need, your decisions and contribution, and results in learning, team performance or the experience of work. Explain strategic choices separately from implementation and distinguish developing leaders from personally leading a team.

Where the guidance comes from

CIPD’s specialist knowledge informs the range of people practices. CMI’s Interpersonal Excellence guidance informs leading teams, supporting performance and developing people.

CIPD specialisms ↗ · CMI people leadership ↗

BCG’s separate People Strategy and Organization Strategy practices, McKinsey’s talent and culture-and-change work, and Korn Ferry’s organisation, talent and reward services provide a check on breadth. Doshin’s two-community structure is our interpretation of these distinct kinds of work.

BCG capabilities ↗ · McKinsey talent ↗ · McKinsey culture & change ↗ · Korn Ferry capabilities ↗

These sources inform Doshin scope descriptions and evidence prompts, not certification, equivalent professional levels or a completed independent assessment rubric. Strategy and planning need evidence of the choices made; implementation and sustained outcomes need their own evidence.

The expertise here

Organisation & development

• Organisation strategy — Set priorities and choices for organisational effectiveness, aligning structure, culture and capabilities with business direction. Strategy does not itself demonstrate implementation.

  What a review explores: Explain the organisational challenge, options, trade-offs and strategic choices you shaped; identify implementation separately if you also carried it out.

• Organisation design — Design organisational structures, roles, accountabilities and decision rights. Distinguish this contribution from the wider enterprise operating model in Business Design.

  What a review explores: Show the design problem, options and choices about roles, structure or decision rights, and how you tested their suitability.

• Organisation development — Diagnose organisational effectiveness and design interventions that improve collaboration, relationships and ways of working. A new structure alone is insufficient.

  What a review explores: Describe the diagnosis, the intervention you facilitated and how you evaluated changes in organisational effectiveness.

• Advisory & market insight — Research and interpret developments in Organisation & change, evaluate options and deliver recommendations that inform decisions. Account for the quality and usefulness of your advice. Subject knowledge alone does not establish implementation experience.

  What a review explores: Describe the research, advice or recommendations you personally delivered, who used them and what decisions they informed. For Mastery, describe sustained exceptional outcomes and how your work influences practice or develops other experts.

Prepare & engage

• Change strategy & planning — Assess the impact and readiness for a specific change, and shape its people-focused approach, stakeholder involvement and adoption plan. Planning does not establish adoption.

  What a review explores: Describe the change, affected groups, impact and readiness evidence, and choices behind your change approach. Separate your plan from any implementation result.

• Change impact & readiness — Investigate how a change affects roles, work, skills and organisational conditions, and assess whether people and the organisation are ready. Identify gaps and actions using evidence; completing an assessment does not establish sustained adoption.

  What a review explores: Show the affected groups, impacts and readiness criteria, how you gathered evidence, and the gaps or actions your findings informed.

• Stakeholder engagement — Identify and understand people affected by organisational change, involve them in shaping it, and build participation and commitment through dialogue. Distinguish this from broadcasting messages, generic stakeholder contact or sales relationships.

  What a review explores: Describe the stakeholders and concerns, how you involved them, what changed because of their input, and evidence of participation or commitment.

• Internal communication — Design and deliver clear communication about organisational matters or change, using appropriate messages, channels, timing and feedback. Distinguish communication from building stakeholder commitment and participation.

  What a review explores: Describe the audience and communication need, the messages and channels you shaped, and evidence of understanding or useful feedback.

Adopt & sustain

• Change implementation & adoption — Help people make a specific change in practice, address concerns, enable use and sustain new ways of working. Distinguish this from managing a project schedule.

  What a review explores: Explain what you did with affected people, how you addressed barriers and what evidence showed actual use or sustained adoption.

• Culture & behaviour change — Understand and change shared behaviours, norms and organisational conditions, including the leadership practices and incentives that sustain them.

  What a review explores: Explain the behaviours and conditions you investigated, the changes you influenced and evidence of how those changes took hold.

Organisation strategists, organisation designers and developers, culture practitioners, change planners and implementation specialists, and internal communicators.

What your evidence can show

The organisational need, the people affected, the alternatives and your contribution. Show the choices behind a strategy or plan; use separate evidence for implementation, behaviour change, actual use or sustained adoption.

Where the guidance comes from

CIPD informs organisation development and design. Prosci distinguishes the people side of change from project delivery; IoIC informs internal communication as a specialist practice.

CIPD specialisms ↗ · Prosci change management ↗ · IoIC Profession Map ↗

BCG’s separate People Strategy and Organization Strategy practices, McKinsey’s talent and culture-and-change work, and Korn Ferry’s organisation, talent and reward services provide a check on breadth. Doshin’s two-community structure is our interpretation of these distinct kinds of work.

BCG capabilities ↗ · McKinsey talent ↗ · McKinsey culture & change ↗ · Korn Ferry capabilities ↗

These sources inform Doshin scope descriptions and evidence prompts, not certification, equivalent professional levels or a completed independent assessment rubric. Strategy and planning need evidence of the choices made; implementation and sustained outcomes need their own evidence.

The expertise here

Plan & control

• Operational planning & control — Turn priorities into operating plans, decision routines and exception handling so everyday products and services are delivered reliably.
• Workforce & capacity planning — Match service or operational demand to people, workload, rosters, queues and available capacity. Distinguish operational resourcing from HR strategy and people development.
• Process management & control — Own and maintain live workflows, responsibilities, procedures, handoffs and controls. Process redesign and enterprise operating-model design retain their Business Design home.
• Advisory & market insight — Research and interpret developments in Operations, evaluate options and deliver recommendations that inform decisions. Account for the quality and usefulness of your advice. Subject knowledge alone does not establish implementation experience.

Run services & production

• Service & shared-service operations — Run recurring services, casework or transaction-processing operations to agreed outcomes. Describe the service setting and use the customer or field-service family for those distinct contributions.
• Customer service operations — Run customer support, contact handling, complaints and service recovery across relevant channels. This is distinct from selling or designing the customer experience.
• Manufacturing & production operations — Run production execution, shifts and output, managing yield, constraints and disruptions. Material and production planning retain their Supply Chain home.
• Field service operations — Coordinate mobile or site-based service work, including dispatch, job completion and handoffs. Coordinating field work does not establish technical trade competence.

Assets & continuity

• Maintenance & asset reliability — Keep physical assets dependable through inspection, maintenance regimes, failure analysis and reliability improvement. Facilities coordination or capital-project delivery alone does not establish this expertise.
• Facilities & workplace operations — Operate buildings, workplaces, space and support services to meet user needs and operating requirements. Distinguish service coordination from specialist asset engineering.
• Operational continuity & recovery — Prepare, exercise and execute continuity and recovery for live operations. Enterprise risk oversight and supply-network resilience have their own distinct scopes.

Improve performance

• Quality management — Define and maintain output or service standards, quality systems, nonconformance handling and corrective action. Reporting a measure alone does not establish quality-management expertise.
• Continuous improvement — Diagnose and improve recurring work, flow, waste and variation, and sustain the gains. Record Lean, Six Sigma or Kanban only as methods actually applied.
• Performance & productivity — Define operational measures, analyse cost, throughput, constraints and service, and turn findings into useful decisions. A dashboard or senior title alone does not establish the capability.

What your evidence can show

Your own operating decisions, service setting and scale, the constraints, and results in quality, reliability, throughput, productivity or recovery. Explain your contribution rather than relying on a job title or team result.

What the assessment draws on

APQC and Skills England inform process coverage and operational responsibility. IAM, IWFM, ASQ and Lean Enterprise Institute distinguish asset, facilities, quality and improvement practice. Consulting practice provides an external breadth check. These inform Doshin definitions and prompts, not certification, equivalent professional levels or a completed assessment rubric.

The expertise here

Strategy & network

• Supply chain strategy & performance — Set supply-chain priorities, service promises and performance measures, balancing value, cost, working capital and operating constraints.
• Supply network design — Design the locations, capacity and flows of supply, production and distribution networks, testing cost, service and resilience scenarios.
• Advisory & market insight — Research and interpret developments in Supply chain, evaluate options and deliver recommendations that inform decisions. Account for the quality and usefulness of your advice. Subject knowledge alone does not establish implementation experience.

Plan & balance

• Demand planning & forecasting — Develop and challenge demand forecasts using customer, market and sales information, recording assumptions, uncertainty and forecast performance.
• Supply & production planning — Translate demand into feasible supply, material and production plans, balancing capacity, lead times and constraints.
• Sales & operations planning / IBP — Integrate demand, supply and financial plans through a cross-functional decision process, resolving gaps and agreeing one executable business plan.
• Inventory & replenishment — Set stock and replenishment policies that balance availability, variability, lead times, working capital and obsolescence.

Sourcing & suppliers

• Procurement & category management — Understand requirements and supply markets, develop category and sourcing approaches, evaluate suppliers and negotiate or award purchases of goods and services.
• Supplier & contract management — Manage supplier relationships and post-award agreements, monitor obligations and performance, resolve issues and develop supplier capability.

Logistics & fulfilment

• Warehousing & order fulfilment — Manage receiving, storage, picking, packing and customer-order fulfilment, including order promises, allocation, accuracy and safe flow of goods.
• Transport & logistics — Plan and manage freight, transport and delivery across modes, routes, carriers and borders, including trade and customs processes where relevant.
• Returns & circular supply flows — Design and manage reverse flows for returns, repair, refurbishment, reuse, remanufacture or recovery, balancing service, value and waste.

Resilience & responsibility

• Supply chain risk & resilience — Identify supply-chain vulnerabilities and prepare, test and execute responses to disruption across suppliers, capacity, inventory and logistics.
• Responsible & sustainable supply chains — Improve environmental and social outcomes through sourcing and supply-chain decisions, traceability, supplier due diligence and practical improvement.

What your evidence can show

Your personal planning, sourcing, supplier, stock, network or logistics responsibility, the choices made and the resulting service, cost, working-capital, recovery or sustainability outcomes.

What the assessment draws on

ASCM SCOR Digital Standard informs the end-to-end processes and performance context. CIPS public guidance informs procurement, supplier and contract practice. CSCMP helps place logistics within the wider supply chain. McKinsey, BCG and Bain provide external checks on breadth. These sources inform Doshin scopes and evidence prompts, not equivalence to professional bands, certification or a completed assessment rubric.

The expertise here

Governance & conduct

Governance design — Design decision rights, accountabilities, policies, committees and reporting so that an organisation can direct and oversee its work. Describe the remit and decisions, rather than simply attending a governance meeting.

Board & committee governance — Exercise or support board, trustee or committee oversight through informed challenge, decisions and follow-up. Includes executive, non-executive, advisory and company-secretarial contributions with their actual authority made clear.

Ethics & conduct — Shape and apply ethical standards and conduct expectations, including conflicts of interest, speak-up arrangements, misconduct investigations, anti-bribery and fraud prevention where evidenced.

Advisory & market insight — Research and interpret developments in Governance, risk & compliance, evaluate options and deliver recommendations that inform decisions. Account for the quality and usefulness of your advice. Subject knowledge alone does not establish implementation experience.

Risk & resilience

Risk management — Identify, assess, prioritise and manage risks against objectives, appetite and tolerance, using appropriate analysis, responses, ownership and reporting. State whether your remit was a team, project, function or organisation.

Third-party risk — Assess, monitor and respond to risks from suppliers, outsourcing, partners and other third parties, including due diligence, concentration, dependencies and exit. Purchasing or negotiating a contract alone does not establish this practice.

Cyber & technology risk — Assess, prioritise and govern cyber and technology risk, including risk acceptance, policy, investment choices and oversight of security controls. Separate this from personally engineering or operating security systems.

Resilience & crisis oversight — Set or challenge resilience expectations, critical-service tolerances and crisis arrangements; oversee scenario exercises, dependencies and recovery readiness. Distinguish this oversight from running day-to-day continuity and recovery.

Compliance & regulation

Compliance & regulatory management — Interpret applicable obligations and translate them into policies, monitoring, reporting and corrective action. Includes regulatory change and compliance programmes with the jurisdiction and subject made explicit.

Regulatory engagement — Manage substantive relationships with regulators or supervisory bodies, including submissions, inspections, challenge, commitments and remediation. Distinguish regulatory work from general government or stakeholder contact.

Privacy & data protection — Assess and manage how personal information is collected, used, shared and retained, including privacy impact assessment, rights, governance and breach response. Technical security and data stewardship are related but separate contributions.

Controls & assurance

Internal controls — Design, operate, monitor or improve controls that prevent, detect or correct problems. Distinguish control ownership and management testing from independent audit or assurance.

Audit & assurance — Plan or perform structured, objective examination of governance, risk, controls or compliance against clear criteria, reporting findings and following up action. State your independence and scope; owning controls or answering an audit is not conducting one.

What your evidence can show

Your scope, authority, judgement, action and result. Explain whether you advised, owned a control, oversaw a response or independently examined evidence. A title, employer, framework name or community membership alone does not establish assessed expertise.

What the guidance draws on

PwC and the International Compliance Association inform the breadth of GRC. The Institute of Internal Auditors distinguishes governing-body oversight, management and specialist risk roles from independent internal audit. Deloitte informs controls and third-party assurance. These sources inform Doshin’s scope; the capabilities are Doshin’s organisation of the work, not a certification or an equivalent professional level.

PwC GRC ↗ · ICA GRC ↗ · IIA governance and Three Lines ↗ · Deloitte third-party assurance ↗

The expertise here

Business & finance

Commercial contracts — Advise on, draft or negotiate legally effective commercial agreements, including rights, obligations, liability and remedies. Purchasing, pricing or managing supplier performance alone does not establish legal contract work.

Corporate & transactions — Advise on company structures, ownership and corporate transactions, including formation, acquisitions, disposals, joint ventures and legal due diligence. Distinguish legal work from valuation, investment approval and integration delivery.

Banking & finance law — Advise on or document financing, lending, security and related financial arrangements, including legal due diligence and allocation of rights. Raising funds or managing cash alone does not establish finance-law practice.

Tax law — Interpret and advise on tax law, legal structuring and tax disputes, with the relevant jurisdiction and scope. Preparing returns or financial tax calculations alone does not establish legal analysis.

Advisory & market insight — Research and interpret developments in Legal, evaluate options and deliver recommendations that inform decisions. Account for the quality and usefulness of your advice. Subject knowledge alone does not establish implementation experience.

People & assets

Employment law — Research, advise on or handle legal matters concerning employment, workforce relations and workplace rights, including employment agreements, consultation and employment disputes. Routine people management alone is not employment-law practice.

Property & construction law — Advise on or carry out legal work involving property, leases, development and construction arrangements, including title, obligations and project-specific legal risks. Running a building project alone does not establish this practice.

Intellectual property — Advise on protecting, licensing, transferring or enforcing intellectual-property rights. Creating a brand, invention or piece of content alone does not establish IP legal practice.

Markets, data & regulation

Competition & consumer law — Advise on competition and consumer-law issues in market conduct, agreements, transactions, offers and customer practices. Market research and ordinary sales negotiation alone do not establish legal work.

Data & technology law — Interpret and advise on laws affecting personal data, technology, digital services and AI, including related agreements and legal rights. Distinguish legal analysis from operating privacy controls or engineering safeguards.

Regulatory & public law — Analyse and advise on statutory powers, regulatory duties, permissions and public-law decisions, including legal challenges and public procurement law where relevant. Operating a compliance programme or meeting a regulator alone is not legal advice.

Disputes & restructuring

Disputes & resolution — Analyse, advise on or conduct legal disputes, claims and their resolution through negotiation, mediation, arbitration or litigation. Record the subject and forum; general stakeholder disagreement alone is not legal dispute work.

Restructuring & insolvency law — Advise on legal options for financial distress, restructuring and insolvency, including duties, creditor rights and formal processes. Business turnaround management alone does not establish this legal practice.

What your evidence can show

Your legal analysis, advice, drafting, negotiation, case work or advocacy in a stated jurisdiction and subject. Describe your decisions and responsibility. A client’s decision or implementation is separate from the advice you delivered.

Scope and sources

This first map covers business-facing legal work. Family, criminal and other personal-client specialisms will need a broader profession-specific map.

The SRA competence statement informs the kinds of legal work and attention to professional judgement. these practice families are Doshin’s organisation, not SRA levels or a professional qualification.

The expertise here

Planning & decisions

Finance strategy & business partnering — Shape financial priorities and advise business decisions using financial insight, options and trade-offs. Includes finance leadership and business partnering where the financial contribution is described.

Budgeting & forecasting — Build, own or manage budgets and forecasts, test assumptions and respond to variances. Scope may be a project, service, function or organisation.

Financial analysis & modelling — Analyse financial performance or build models to understand options, sensitivities and financial outcomes. Separate interpreting results from constructing or assuring a model.

Cost & profitability management — Understand and manage costs, margins and profitability, including cost reduction and financial benefits from operational or project decisions.

Advisory & market insight — Research and interpret developments in Finance & commercial, evaluate options and deliver recommendations that inform decisions. Account for the quality and usefulness of your advice. Subject knowledge alone does not establish implementation experience.

Investment & funding

Investment & business cases — Develop or appraise investment options and business cases, weighing cost, benefit, affordability and uncertainty. Includes leading an evidenced business case without personally building every model.

Funding & corporate transactions — Evaluate or arrange funding, valuations, acquisitions, disposals, due diligence or financial restructuring.

Treasury & cash management — Manage cash, liquidity, working capital, banking and financial exposures such as interest-rate or currency risk.

Accounting, operations & tax

Finance operations — Run or improve financial transactions and services, including billing, receivables, credit control, payables, reconciliations and payroll accounting.

Accounting & reporting — Prepare, close, consolidate or interpret management and statutory accounts, applying accounting policies and financial reporting controls.

Tax — Work on tax compliance, reporting, planning or tax operations for a stated jurisdiction and type of tax.

Pricing & contracts

Pricing & commercial models — Shape prices, charging structures and the economics of bids or trading arrangements, balancing value, margin and commercial risk.

Contract strategy & negotiation — Shape and negotiate commercial terms for buying, selling or partnering, including obligations, payment, incentives and allocation of risk.

Contract & commercial management — Manage an agreed contract and its commercial performance, including obligations, payments, changes, claims, disputes, renewal and exit. Applies on both customer and supplier sides.

What your evidence can show

The budget, business case, model, account or contract involved; your own decisions and responsibility; and the financial or commercial result. Planned savings and realised savings are different claims.

Negotiating a contract and managing its performance are distinct contributions. Neither is inferred simply because you delivered within a contract.

What informs the scope

PwC and EY finance practices inform the breadth of finance work. AICPA & CIMA informs finance business partnering. World Commerce & Contracting distinguishes work before and after contract award; PwC commercial practice provides a check on negotiation, contract management and commercial control.

PwC finance ↗ · EY finance ↗ · AICPA & CIMA partnering ↗ · WorldCC ↗ · PwC commercial practice ↗

These sources inform Doshin scope and review prompts, not certification or equivalent professional levels. These families are Doshin’s organisation of the work.

The expertise here

Direction & discovery

Sales & growth strategy — Choose where and how to grow through customer segments, markets, offers, routes to market and sales priorities. Includes developing new markets or commercial opportunities.

Prospecting & qualification — Find and approach potential customers, assess fit and readiness, and decide which leads merit further work. Includes outbound, inbound, referrals and relevant digital channels.

Customer discovery — Explore a customer’s needs, priorities, constraints, stakeholders and buying process so the response addresses a real problem. Applies to individual customers and complex organisations.

Advisory & market insight — Research and interpret developments in Sales & BD, evaluate options and deliver recommendations that inform decisions. Account for the quality and usefulness of your advice. Subject knowledge alone does not establish implementation experience.

Develop & win

Solution selling & pre-sales — Explain and demonstrate how an offer meets customer needs, including relevant options, value cases, demonstrations and pre-sales technical advice.

Opportunity & capture management — Develop a specific opportunity through pursuit decisions, stakeholder engagement, positioning and coordination of the people needed to win suitable work.

Bids & proposals — Plan, write, coordinate or review responses to customer requests, making the offer clear, credible and responsive to the stated requirements.

Negotiation & closing — Work with customers to resolve concerns, agree a viable offer and secure the next commitment or sale, within commercial and approval boundaries.

Grow relationships

Account management & growth — Develop ongoing customer relationships and account plans, coordinate commitments and identify suitable opportunities to extend the relationship.

Customer success & renewals — Help customers realise the intended value of a purchase, coordinate adoption and issues, and support retention or renewal through an ongoing customer relationship.

Partnerships & channels — Build and manage commercial partnerships, alliances, referrals or reseller and distributor channels to reach customers or develop shared opportunities.

Enable & improve

Sales enablement & coaching — Help people sell effectively through practical coaching, onboarding, methods, usable content and tools, with feedback on how practice improves.

Sales operations & forecasting — Improve sales processes, pipeline visibility, forecasts, performance analysis and commercial systems so teams can plan and make informed decisions.

What your evidence can show

Your customer context, contribution, authority and outcome. Strategy, advice, support and hands-on work each have a place. Explain personal contribution alongside revenue or quota figures, inherited accounts and team results. No one is expected to cover every capability.

Responsible practice includes honest claims, appropriate offers, respect for customer choices and confidential information, and achievable commitments.

What the guidance draws on

SFIA informs selling and pre-sales support; APMP distinguishes opportunity capture from producing a bid; McKinsey informs channels, account development and sales operations. The ISP overview emphasises effective and ethical sales practice. These capabilities are Doshin’s organisation of the work, not a certification or an equivalent professional level.

SFIA selling ↗ · SFIA sales support ↗ · APMP winning business ↗ · McKinsey sales & channels ↗ · ISP framework overview ↗

The expertise here

Direction & positioning

Marketing strategy & planning — Choose the markets, audiences, objectives and routes to market that marketing will serve, and set priorities, resources and a coherent plan. Strategy work is a contribution in its own right; it does not require personally executing every channel.

Market & customer insight — Research and interpret customers, audiences, competitors and markets to inform decisions. Includes qualitative interviews, surveys, segmentation, social listening and research communities.

Brand & positioning — Define and develop a brand, its positioning, promise, identity and expression, and guide its use across markets and touchpoints. Includes brand propositions and repositioning.

Product marketing — Connect a product or service with its market through audience and competitor understanding, offer-specific positioning, messaging, launches and sales enablement.

Advisory & market insight — Research and interpret developments in Marketing, evaluate options and deliver recommendations that inform decisions. Account for the quality and usefulness of your advice. Subject knowledge alone does not establish implementation experience.

Reach & engagement

Content & creative — Shape or produce marketing ideas, copy, editorial programmes, visual work and other content, from brief through production and distribution. Includes commissioning and directing creative work as well as making it.

Search marketing — Help audiences find relevant offers and content through organic and paid search. Includes SEO, paid search and improving discovery through search and AI answer services where the work is described.

Media planning & performance — Plan, buy, activate and improve paid media against audience and business objectives, across digital and traditional channels. Includes media mix, targeting, spend decisions and testing.

Social & community marketing — Build and engage audiences through social channels, creator relationships and ongoing brand communities. Includes social strategy, publishing, participation and community stewardship.

PR & reputation — Build understanding and trust through external communications, media relations, earned coverage and reputation work, including communication during an issue or crisis.

Demand & retention

Campaigns & demand generation — Plan and deliver connected marketing activity for awareness, demand or behaviour change. Includes integrated campaigns, account-based marketing, audience-facing events, partnerships and offline activation where these serve a marketing objective.

Customer lifecycle & retention — Design and improve marketing across onboarding, engagement, retention, loyalty, advocacy and reactivation. Includes lifecycle communications, email, CRM campaigns and personalisation.

Operations & measurement

Marketing operations & technology — Make marketing run effectively through workflows, campaign operations, agency coordination, marketing systems, automation and data use. Includes configuring and operating marketing tools for a defined purpose.

Marketing measurement & effectiveness — Evaluate what marketing achieves and use findings to improve decisions. Includes measurement design, experimentation, attribution, brand tracking, conversion analysis and return on marketing investment.

What your evidence can show

The market, audience, your contribution, decisions and outcomes. Keep strategy, advice, direction and hands-on work clear. A title, client brand or tool name alone does not establish capability. A reach or revenue figure needs context before it demonstrates marketing impact.

Responsible practice includes truthful claims, privacy and consent, accessible communication and careful use of data and AI.

What the guidance draws on

CIM and the American Marketing Association inform the breadth of practice from strategic choices and insight to brand, channels and measurement. McKinsey adds a view of how creative work, customer relationships, operations and technology work together. These sources inform the scope; the capabilities are Doshin’s organisation of the work, not a copied framework, qualification or equivalent professional level.

CIM marketing framework ↗ · AMA competency model ↗ · McKinsey modern marketing ↗