Overview

The Digital Skill Standards
ver.1.2

July 2024

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Background and Aims of the Establishment of the Digital Skill Standards
Increased importance of DX promotion at Japanese companies••

The evolution of data utilization and digital technology has resulted in the start of a shift toward an industrial structure that utilizes data and digitaltechnology both in Japan and overseas. In order for companies to ensure competitive superiority against the backdrop of such a shift, it is important for themto always stay abreast of the ever-changing challenges faced by society and by their customers, and achieve digital transformation (DXNote).
However, many Japanese companies are viewed as being late starters in their initiatives toward DX, and one of the main reasons given for this is a lack ofhuman resources with a grounding or expertise when it comes to DX.

The importance of human resources in DX promotion••

In order for a company to achieve DX, it is necessary for the company to raise its overall receptivity to transformation. As such, a situation must be
achieved whereby each individual who belongs to the company, including the company’s management, has a grounding in DX. That is to say, they should
understand and have an interest in DX, and treat it as their own work. And having increased receptivity to transformation, the human resources with therelated expertise need to play a key role in order for the company to actually put its DX strategy into effect.
All employees therefore need to treat it as their own work, and every business person must acquire DX literacy in order for a company as a whole toincrease its receptivity to transformation. A company also needs to recruit and develop human resources with expertise in order to concretely promote DX.

Establishment of the Digital Skill Standards•••

The Digital Skill Standards has been established to provide guidelines for individual learning and the companies’ recruitment and development of humanresources in light of the importance of human resources when it comes to the kind of DX promotion described above.
The Digital Skill Standards is comprised of two parts: The DSS-L that provides guidelines for all business people to equip themselves with the fundamental
knowledge, skills and mindset required for DX, and the DSS-P that provides guidelines for companies to recruit and develop human resources withexpertise to promote DX.
 The DSS-L: A standard for skills that all business people should equip themselves with
 The DSS-P: A standard for the roles and required skills for the human resource types who will promote DX
The knowledge and skills covered in the Digital Skill Standards are expressed in a general manner as far as possible, and the aim of this is to make themeasily transferable as a common indicator while avoiding the requirement for any knowledge concerning a specific industry or job type when it comes tounderstanding the content. As such, it must be kept in mind that when applying the standard to an individual organization or company, it must be
specifically tailored to the direction of the industry that the relevant organization or company belongs to, and the organization or company’s own business.

Note: The definition of DX: In order to handle a rapidly changing business environment, a company transforms its products, services and business model based on the needs of its customers
and society by utilizing data and digital technology, while also transforming its actual operations, organization, processes and corporate culture to establish competitive superiority (Ministry of
Economy, Trade and Industry [Digital Governance Code 2.0] (Revised September 2022))
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Structure of the Digital Skill Standards


The Digital Skill Standards is comprised of two standards: The DSS-L and the DSS-P. The former defines guidelines for all
business people and defines learning subject examples accordingly, and the latter defines the roles of the human resources
who promote DX and the requisite skills.

The Digital Skill Standards•

This defines the following guidelines and the content that is expected tobe learned in each guideline (learning subject examples).
 Learning guidelines for knowledge to be obtained as DX literacy
 Guidelines for individuals to reflect on their own actions, andguidelines for an organization or company to consider the mindset,
approach and actions required of the people who constitute it•

Defines the roles and required skills for each of the human resource
types required for DX promotion (business architects/designers/data
scientists/software engineers/cyber security).

The DSS-L

The DSS-P

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Human Resources for Whom the Digital Skill Standards Is IntendedThe human resources for whom the Digital Skill Standards is intended are those who belong to companies and otherorganizations using digital technology to increase their competitiveness.
Of these, the DSS-L is intended for all business people, while the DSS-P is intended for human resources who have expertise
and will undertake DX initiatives at an organization or company (the human resources who promote DX).

All business people (inc. management)
Human resources who
promote DX<The DSS-L><The DSS-P>

Defines the skills that all business people
should equip themselves with

Defines the roles and required skills forthe human resource types who will
promote DX
Business architects/designers/
data scientists/software engineers/
cyber security

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How the Digital Skill Standards Can Be UtilizedPromotion of DX by a company requires a cycle whereby the company undertakes initiatives for recruiting and developing humanresources based on the companywide direction of DX and reviews its direction on the basis of what is achieved through this. In thiscycle, the Digital Skill Standards provides support for undertaking human resource recruitment and development initiatives.
It is not mandatory for a company to arrange all of the roles for DX promotion set out in the DSS-P from the start, and it is assumed
that a subset of the roles will initially be established in accordance with the scale of business and progress of DX.

DX vision/strategy
Creation of a management vision to
be achieved through DX• Design a management vision and businessmodel in light of the impact of changes insociety and the competitive environment
due to digital technology• Strategy to achieve the above and therequired structure and organization, humanresource recruitment and development
policy, and policy for utilization of digitaltechnology and other such things for its
promotion

Digital Governance Code 2.0(Encourage s companies to undertake self-led andself-initiated DX initiatives)

Human resources
Clarification of requirements forhuman resources who promote DX

Consideration of human resource
recruitment and development measures•• What kind of knowledge and skills are
required of the human resources who will
promote a company’s DX?

What mechanisms and measures are required in order
to raise the level of the entire company and recruitand develop human resources who promote DX?
(e.g.: development and hiring measures, review ofthe personnel system to enable the required humanresources to perform to their full capability)

Raising the level of the entire company (employees treating DX as their own work)• What mechanisms and measures are required to raise the level of the entire company?
(ex: messages from management about the necessity of DX literacy, and companywide employee
development measures)

The Digital Skill Standards(Support for raising the level of the entire company, clarification of human resources
requirements, consideration of human resource recruitment/development measures)

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The Aim of the DSS-L
The Aim of the DSS-L
Enabling action toward transformation through each and every business person acquiring DX literacy andtreating DX as their own work

Examples of human resources who have gained DX literacy
I can now see thedirection of DX at ourcompany

60s Director

I now know why mycompany places somuch importance on
DX

40s Sales

It looks like I’ll beable to streamline andimprove my own work
using this technology

30s Administration

I think I’ll be able to takeon some kind of newchallenge by combining
my knowledge of workand the DX literacy I
have newly gained

50s Manufacturing/
Development

I think I’ll be able to play
an active role in society
by combining the digitalskills I learned atuniversity with myunderstanding of mywork and customers

20s New employee

DX is accelerating across society as a whole, mainly at organizations or companies, in order to respond to changes in the social
environment and business environment.
Against this backdrop, it is important for each and every business person to take it upon themselves to keep learning, regardless of theirorganization, generation, or job type, in order to survive in the age of the 100-year life.
The DSS-L is a set of learning guidelines that lays out the mindset and stance, knowledge and skills required for each and every
business person to participate in DX and make use of the results of DX in their work and daily life.
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Overview of the DSS-L
Aims of the Establishment of
the Standards

Enabling action toward transformation through each and every businessperson acquiring DX literacy and treating DX as their own work

Why

Background to DX
Define the knowledge
concerning society,customers and users,and changes in thecompetitive environment
required to understandthe importance of DX→ Use as learning guidelines
for knowledge to be acquired
as DX literacy


What

How

Data and technology usedin DX
Define knowledge
concerning data anddigital technology used inbusiness→Use as learning guidelines

for knowledge to be acquired
as DX literacy

Use of data andtechnology
Define knowledge
concerning how to use
data and digitaltechnology in business,
usage examples, andpoints for attention→ Use as learning guidelines

for knowledge to be acquired
as DX literacy

Mindset and StanceDefine the mindset, approach and actions required to produce new value against the backdrop of socialchange→Guidelines for individuals to reflect on their own actions, and guidelines for an organization or company toconsider the mindset, approach and actions required of the people who constitute it in order to promote DX
and achieve continuous growth
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DSS-L - List of Items
The Aim of the DSS-L
Enabling action toward transformation through each and every business person acquiring DX literacy and treating DX as their own work

Why Background to DX
Change in society

What Data and technology used in DX
Data

Example uses/
usage method

Data in society

Changes in customer value

Reading and explaining data

Changes in the competitiveenvironment

Handling data
Making judgments based on data
Digitaltechnology

How Use of data and technology
Example uses of data and digitaltechnology
Use of tools
Points forattention

Security
Moral issues

AI

Compliance

Cloud
Hardware/software
Networks

Mindset and StanceDesign thinking/agile working style
Mindset and stance as thefoundation for producing new value

Empathy with customers and users
Adapting to change

Out-of-the-box thinking

Collaboration

Flexible decision making

Iterative approach
Decisions based on facts

Will keep up with changes in the form DX takes going forward, and make the necessary revisions.
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The Need for the DSS-PThe challenges thought to be behind the failure of Japanese companies to secure sufficient human resources who promote DX
are the difficulties experienced by those companies in mapping out the direction of their DX and identifying what kind of
human resources they require.
When a company draws up a vision for what it wants to achieve through DX and strategies for its promotion, it is vital toappropriately identify what kind of human resources it needs to secure and cultivate to bring them to fruition. The DSS-P will
be a useful point of reference in this process. However, companies must bear in mind that the skill standards should not be
used as the basis for drawing up strategies, nor will they achieve progress in DX by haphazardly acquiring skills.
Without the DSS-P (illustration)
With the DSS-P (illustration)• The company/organization has difficulty in identifying thehuman resources it requires, so it cannot set to work on
efforts to secure/cultivate human resources who promote
DX, and a shortage of human resources is potentially achallenge••

Directionofcompany
wide DX•

Unable to spot appropriate human resources evenwhen already in the company
Does not know the skills human resources should betaughtDoes not know what type of people it should hire

• Referring to the DSS-P provides a clear understandingof the human resources required by thecompany/organization, so it has been able to set towork on efforts to secure/cultivate them•••

Directionofcompany
wide DX•

Was able to discover hidden human resources who
promote DX
Was able to identify prospective human resources
who promote DX and the skills they should be taught
Was able to identify human resources that cannot
readily be cultivated in-house and employ themWas able to consider the career path they themselves
should follow

Hired

CultivatedStandards

Standards
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DSS-P - Definition of Human Resource Types
This defines the five main human resource types for DX promotion.
It is important for human resources who promote DX to get other types of human resources involved and provide help toother types after first proactively building connections with these other types of human resources. It is also important toproactively look for suitable human resources both internally and externally.

Business
Architects

Human resources who take acomprehensive view of thecircumstances incorporating
perspectives such as the businessperspective and the customer/user
perspective, create policies for
products and services and establish
development processes, and design
the form that products and services
are to take in line with these

Designers

Human resources who, in the
promotion of DX, design,
implement, and operate systems
and software to provide products
and services using digitaltechnology

Human resources who, in DX initiatives, define
what is to be achieved through transformation inbusiness and work (i.e. goals), and then achievethese goals by coordinating the relevant parties
and taking a lead role in building collaborative
relationships among them while moving processes
forward in a consistent manner towards the goals

Transformationof products,
services andbusiness using
data and digitaltechnology

SoftwareEngineers

Human resources who, in the
promotion of DX, design, implement,
and operate mechanisms for thegathering and analysis of data
toward transformation of operations
and realization of new businesses
through use of data

Data
Scientists

Cyber
Security
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Human resources who areresponsible for measures tominimize the impact of cybersecurity risks in digital
environments that support
operational processes
9DSS-P – Collaborating between Human Resource Types

 Human Resource Types & Roles gives a specific description of collaborating between each type.
 Rather than assuming that one role gives instructions or requests to another role, this assumes that two or
more roles build a collaborative working relationship in a range of situations.
Business Architects

Designers

Data Scientists

Software Engineers

Cyber Security

Business
Architects
Designers• Consideration of ideas for
products and services basedon insights derived from theresults of customer and user
surveys• Consideration of ideas for
products and services basedon hints obtained from theresults of data analysis• Consideration of surveys,
data acquisition, analysis,
and how to present analysis
results for verification ofcustomer/user understanding
and products/services

SoftwareEngineers• Consideration of ideas for
products/services based on
new technology and tool
• Definition of requirements fordevelopment based on
customer needs, andsoftware architecture design• Determination of priority indevelopment• Development, evaluation,and verification of
products/services, while
taking into consideration
design guidelines, usability
and ethical appropriateness• Consideration of new
mechanisms forcollecting/accumulating/analyzing/visualizing data,
and mechanisms forlinking/connecting withexisting systems, etc.

Cyber
Security• Consideration of optimum
measures for product/service
risks taking the balance ofcosts/risks into consideration• Consideration of new rules
corresponding to risks• Consideration of userinterfaces to decrease thefeeling of burden on users
due to security enhancement• Consideration of policies
concerning data
management and privacy
protection

Data
Scientists

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Creation of security rules andcountermeasures corresponding
to risks for new
products/services
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DSS-P - List of RolesThe DSS-P further subdivides human resource types into the roles described below.

Human Resource
Types

Roles
Business Architects(New business development)

Business
Architects

Business Architects(Upgrading of existing business)

Business Architects(Upgrading and streamlining ofinternal operations)

Designers

Data
Scientists

SoftwareEngineers

Cyber
Security

Responsibilities in DX Promotion
Identify the goals of new business and products and services, set out the method for achieving the newly defined goals, and then achieve these goals by
coordinating the relevant parties and taking a lead role in building collaborative relationships among them while moving processes forward in a consistent manner
towards the goals
Rethink the goals of existing business and products and services, set out the method for achieving the redefined goals, and then achieve these goals by
coordinating the relevant parties and taking a lead role in building collaborative relationships among them while moving processes forward in a consistent manner
towards the goals
Define goals for problem solving in internal operations and set out the method for achieving these goals, and then achieve these goals by coordinating the relevant
parties and taking a lead role in building collaborative relationships among them while moving processes forward in a consistent manner towards the goals

Service Designers

Define customer value in the context of society, customers and users, and the challenges and actions of both internal and external involved parties in the provisionof products and services, create policies (concepts) for products and services, and design mechanisms for continuously realizing them

UX/UI Designers

Design customer/user experience for products and services based on value propositions*, undertake the information design of products and services, and design
functions, information deployment, appearance, and dynamic elements

Graphic Designers

Create concrete realizations of brand image, and design digital graphics, marketing media, and other such things with a sense of unification as a brand

Data Business Strategists

Consider data utilization strategy in line with enterprise strategy, and lead the way in realizing and executing the strategy while achieving business transformation
to increase customer value and creating new business

Data Science Professionals

Use data processing and analysis to elicit meaningful knowledge that will lead to operational transformation and business creation to increase customer value

Data Engineers

Realize operational transformation and business creation to increase customer value through the design, implementation, and operation of an effective data analysis
environment

Frontend Engineers

Take the main responsibility for mainly implementing interface (client-side) functions among software functions for providing services that leverage digitaltechnology

Backend Engineers

Take the main responsibility for mainly implementing server-side functions among software functions for providing services that leverage digital technology

Cloud Engineers/SRE

Take responsibility for developing the software to provide services that use digital technology, optimizing the operating environment, and increasing its reliability

Physical Computing Engineers

Undertake digitalization of the real world (physical domain) and take responsibility for implementing software functions, including for devices, in the implementationof software for the provision of services utilizing digital technology

Cyber Security Managers

In the formulation of business plans to increase customer value, consider and evaluate cyber security risks resulting from the use of digital technology and take thelead in the management and control of measures to limit the impact in order to contribute to increase sense of trust in the business as one that provides highcustomer value

Cyber Security Engineers

Implement, maintain, and run measures to limit cyber security risks relating to the use of digital technology in business in order to contribute to the stable provisionof business offering high customer value

Note: Value proposition: The benefit provided to customers who purchase a company’s product or service, or the reason that customers should buy the product or service, as determined on the basis ofbusiness capabilities having first gained an understanding of the value demanded by customers
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DSS-P - Overview of the List of Common SkillsThe List of Common Skills that applies to all human resource types sorts skills required for human resources who promote DX into five categories and
12 subcategories.
Each category is divided into two or more subcategories, and broadly sets out the skills with the main activities in the first one, and elemental
technologies and methods that support this from the second one onward.
Category

Subcategory

SkillsStrategy/management/systems

Business strategy formulation and execution

Business model/processes
Businesstransformation

Category

Software development

Transformation management

Software design methods

Systems engineering

Software development processes

Enterprise architecture

Web application fundamental technology

Project management

Frontend system development

Business surveys

Backend system development

Technology

Business model design

Utilization of cloud infrastructure

Business analysis

SRE processes

Verification (business perspective)

Service utilization
Digital technology

Other cutting-edge technology

Customer/user understanding

Technology trends
Security management

Other design technology

Incident response and business continuity

Security

Data understanding/utilization

Privacy protection
Security technology

Data/AI utilization strategy
Design, implementation and evaluation ofoperations that utilize data/AI

Data utilization infrastructure design

Secure design, development andimplementation
Security operation, maintenance and monitoring

Human skills

Mathematical statistics/multivariate
analysis/data visualization
Machine learning/deep learning

Data engineering

Security organization establishment andoperation
Security management

Verification (customer/user perspective)

AI/data science

Physical computing

Branding

DesignData utilization

Computer science
Team development

Value discovery/definition

Strategic utilization of data/AI

Skills

Product management

Marketing
DesignSubcategory

Leadership
Collaboration

Personal skills

Conceptual skills

Goal setting
Creative problem solving
Critical thinking

Data utilization infrastructure
implementation/operation

Adaptability
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DSS-P - (Example) Roles of Data Scientists | Responsibilities/Main Work & Skills
Human
Resource TypeRole
Responsibilities
in DX Promotion

Data Scientist

Data science professional
Use data processing and analysis to elicit meaningful knowledge that will lead to operational transformation and business creation to increase customer value• Data processing and analysis based on specialist knowledge in the fields of AI and data science, and suitably evaluating and analyzing the results• Using data processing and analysis results to produce knowledge that will lead to the creation of new business and the transformation and improvement of operations on theMain Workground, and suitably visualizing this• Creation of mechanism for data utilization in front-line departments, education and support for end users• Improvement of analysis models in reflection on the operating state of mechanisms for data utilization and new business demands• Gaining an understanding of new technology in the fields of AI and data science, and verifying its potential
Category

Subcategory

Strategy/
management/
systems

Required Skills

Businesstransformation

Businessmodel/
processes

DesignSkillsImportanceBusiness strategy formulation andexecutiondProduct managementcTransformation managementc

Systems engineeringcEnterprise architecturedProject managementc

Business surveysdBusiness model designcBusiness analysiscVerification (business perspective)cMarketingdBrandingdCustomer/user understandingcValue discovery/definitioncDesigndVerification (customer/user
perspective)b

Other design technologydCategory

Subcategory

SkillsData understanding/utilization

Strategic
utilization ofdata/AIData
utilization

AI/datascienceDataengineering

SoftwareTechnology development

Data/AI utilization strategy

Importance

Subcategory

Technology

DigitaltechnologybcDesign, implementation and evaluationof operations that utilize data/AIbMathematical statistics/multivariate
analysis/data visualizationaMachine learning/deep learningaData utilization infrastructure designcData utilization infrastructure
implementation/operationcComputer sciencebTeam developmentb

Software design methodscSoftware development processesc

Web application fundamental
technologydFrontend system developmentdBackend system developmentd

Utilization of cloud infrastructured

SRE processescService utilizationc

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Category

Security
management
Security

Securitytechnology

Human skills
Personal
skillsConceptual
skillsSkillsImportancePhysical computingcOther cutting-edge technologycTechnology trendscSecurity organization
establishment and operationdSecurity managementc

Incident response and business
continuityc

Privacy protectionb

Secure design, development andimplementationdSecurity operation, maintenanceand monitoringd

LeadershipzCollaborationz

Goal settingzCreative problem solvingz

Critical thinkingzAdaptabilityz[Importance key]a High level of practical ability and expertise requiredb A certain level of practical ability and expertise requiredc Ability to provide an explanation requiredd Understanding of positioning and relevance requiredz Practical ability corresponding to role and situation is required13

Examples of UtilizationAssuming four main user groups (organizations or companies/individuals/training providers/human resources service
companies), below are example usages and specific details for each user group.
Example user

Organizations/companies•

Director who wants to undertake
initiatives to promote DX•

Organization that wants to develop
human resources who promote DX(company HR department)•

Organization that wants to recruit
human resources who promote DX(company HR department,
employment agency, etc.)

How the DSS-P can be utilized•

In reflection on the changes in society, define both,a strategy for promoting DX required at one's
company as well as a human resources strategy
in the digital area that meets the skill standards•

In reference to the skill standards, undertake
initiatives to recruit the human resources
required for DX promotion at one’s company•

Individual

Training
providers

Human resources
servicecompanies

Use the Skill Standard as guidelines to checkthe required knowledge and skills based on the
direction of DX at the relevant organization orcompany, and the relevant individual’s career•

Individuals assigned to in-house DX
promotion projects•

Individuals aiming for a career in
DX promotion•

Company that provides learning
content• Set out the required learning subjects forskill acquisition, and provide opportunities for
explanation, output, and practical use ofthis for organizations, companies, andindividuals••

Company that provides services
related to securing humanresources who promote DX•

Specific utilization examples•

As part of the human resources strategy in the digital area, define theroles expected of such human resources according to the company’ssituation while referencing the skill standards•

In reference to the skill standards, visualize the extent of the lack ofhuman resources with skills and knowledge required for DX promotion•

Conduct a review of the in-house training lineup in reference to skills
and learning subject examples in order to develop the required humanresources•

Create a job description in reference to role definitions, skills andlearning subject examples in order to recruit the required humanresources•

In reference to the Skill Standard, consider what role you should aim
for, and which role in the Skill Standard the current role is close to•

In reference to learning subject examples, gather information on training
content (e.g.: visit the IPA’s MANABI-DX (deluxe)) course guidance
portal, or check the relevant company’s in-house training content), andselect and learn content relating to the required knowledge and skills•

Set out the learning subjects required for acquiring knowledge and skills,
and provide training content that prioritize enhancing the learning
effect (e.g.: implementation of tests to confirm the degree to whichlearning has taken root, provision of training in a range of forms such asworkshops and opportunities to put it into practice, etc.)•

In reference to the skill standards, define human resource
requirements and required skills in order to secure the necessary
human resources•

Conduct a research on the market of human resources that arenecessary to promote DX based on the skill standards and provide
information on the human resource market trends to organizations
and companies

With a vision for practical use in one’s own workor career, participate in classes with relevant
training content

In reference to the skill standards, provide
support to organizations and companies insecuring human resources

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Initiatives toward Utilization and Dissemination of the Digital Skill Standards
 IPA will work on the dissemination and utilization of the Digital Skill Standards after its release with the
involvement of a range of players in the private sector in collaboration with the relevant ministries andagencies, and will continuously review the Digital Skill Standards while obtaining feedback from users.

1

Enrichment of education content for developmentof human resources for DX promotion□MANABI-DX(deluxe) content to be linked to
the Digital Skill Standards when published□ Enriched educational content for acquiring
skills to meet the Digital Skill Standards

2□ Information dissemination by experts

Measures for dissemination of the Digital Skill
Standards(investigatory committee) and promotion groups□ Collaborating with users (industries working on
DX, etc.)

3

Continuous update and enrichment of the Digital Skill
Standards□ Understanding of utilization examples and feedback
from users (industries working on DX, etc.)□ Continuous review based on technology trends andmarket changes

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