THE SHORT ANSWER
Inventory capabilities across domain, digital, AI, analytical, human and leadership areas. Attach evidence to each, identify combinations that support target outcomes and choose gaps based on changing tasks rather than trend popularity.
Use six lenses
| Lens | Evidence to collect |
|---|---|
| Domain | Problems understood and decisions improved |
| Digital | Systems used safely and reliably |
| AI | Tasks directed, checked and governed |
| Analytical | Claims tested and data interpreted |
| Human | Collaboration, explanation and trust built |
| Leadership | Direction, coordination and accountability established |
There is no ideal fixed shape
A student may emphasize foundations and projects. A specialist may deepen domain capability while adding AI evaluation. A manager may need less implementation depth but more workflow, governance and coaching capability. The portfolio should follow desired outcomes.
Distinguish possession from demonstration
A course can document participation. A work sample can show how a capability was applied. Neither alone proves future performance, but together with explanation, feedback and results they provide stronger evidence than a list of labels.
Evidence & context: OECD
Run a quarterly portfolio review
- Which capabilities did I apply?
- What work demonstrates them?
- Which task is losing value or changing?
- Which adjacent skill would make my current strengths more useful?
- What will I practise next, and how will I obtain feedback?
Sources & further reading
- Skills in the AI Age
OECD. A 2026 synthesis of cross-country evidence on AI adoption, task change and complementary skills. Country, sector and firm differences mean its findings do not produce one universal skills ranking.
- Empowering the Workforce in the Context of a Skills-First Approach
OECD. A 2025 review of skills-first hiring and workforce development. Demonstrated skills can complement qualifications and experience, but access to validation and employer recognition remains uneven.
- Future of Jobs Report 2025
World Economic Forum. A 2025 employer survey covering more than 1,000 employers representing over 14 million workers across 55 economies. It reports employer expectations through 2030, not certain labour-market outcomes or one prescription for every worker.
Examples and exercises are illustrative unless attributed to a source. No independent expert review is claimed.
A correction, a counterexample or an experience worth sharing?
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