According the maximum potential from talent and

According to Accenture Strategy
2017 – “43% of business leaders say a lack of digital skills is a key barrier
to transformation”

The fourth industrial revolution characterized
by disruptions in systems, production, management and digitalization at an
exponential pace is upon us. Emerging technologies demanding new-age skills
such as social media, machine learning, cloud, and analytics are changing the
very nature of work. Such an upheaval calls for visionary leadership and an
entirely new skillset. Yet, very few organizations are actually building these
digital skills leading to a huge skill-gapd1 .

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The mismatch between the supply
of and demand for digital skills has been widely acknowledged. For example, globally,
Cisco has identified 1 million unfilled digital security roles. Organizations
must fill this gap by focusing on goal-oriented reskilling of available talent
pools. The reskilling, upskilling and cross-skilling of the millennial
workforce is essential to extract the maximum potential from talent and deliver
business value.

“Despite the skills shortage,
only 46% of companies are investing in developing digital skills”. – The Digital
talent gap, Capgemini Consulting.

One can only speculate about how
to go about re-skilling for digital. However, it’s not as daunting as it may
seem. One needs to follow what I call ‘The trifecta of re-skilling”. Groom,
expose and combine.  

Groom – Reskilling must happen
across all roles in the project pyramid—developers, solution architects,
project managers, and others.

·        
Groom developers to become competent in multiple
technologies and platforms. Developers can be trained in at least two to three
relevant and related technologies

·        
Groom digital solution architects. Solution
architects and associates competent in one or more technologies should be
groomed into digital solution architects. These skills can be acquired through
exposure to consulting engagements.

·        
Build the skills for agile development. The
digital project environment is agile and highly iterative (with short and
continuous cycles) and exploratory with proofs-of-concept (POCs), and pilots.
Rather than envisage the entire solution upfront, a cross functional team works
to design the end-to-end customer journey/experience rather than a siloed focus
on touch points, and rapidly build a minimum viable product that is rolled out
to get real world feedback

Expose – Digital training should
not be confined to technology training; it should be holistic and inculcate
innovative and creative thinking. A good way to enable this is to expose the
workforce to a wide array of digital business trends and scenarios. Business
use cases offer valuable perspectives on the stakeholders’ goals, providing IT
with a solid foundation for suggesting cost-effective solutions to business
challenges.

Combine – Innovation can be
fuelled only when digital skills are combined with a robust understanding of
the business. With agile methodologies, project planning has become
product-focused, project teams operate with flat structures, and demarcation of
role-based responsibilities is waning. Therefore, IT organizations must steer
away from the traditional mindset of giving precedence to technical training
under the assumption that domain expertise can be acquired on the job

 d1