Successful and continuous transformation of the workforce involves 3 broad phases that at first might seem common.

• Scouting: Looking at the future needs, the company needs to identify the most important skill gaps. Then assess the organization's readiness to deliver....

The pace and scale that technology disrupts is a social, political and business challenge.
Employers are best placed to make a positive societal impact, for example, by upgrading the abilities of their employees and equipping them with new skills. Employers will also reap the grea...

The company needs to asses if they are capturing the full potential of new technologies to generate new revenues and not just trying to cut costs.

Many small individual initiatives within organizations don't see the urgency and end up falling behind, never realizing the magnitude of the op...

Workplace transition demands enormous sensitivity. Some employees may fall short of acquiring the skills needed to make the transition to new areas of work, while others may prefer to seek new employment.

Many companies are forming partnerships with new, tech-savvy outplacement firms to h...

Companies will need to measure the return on their investment in employee skilling. 

For instance, the cost of giving employees new skills compared to the cost they would have spent on hiring. The expense should include the opportunity cost of waiting to hire.

Talent is the largest barrier to the successful implementation of new strategies.

Many leading businesses realize that it is quicker and more financially prudent to look internally and develop the talent they already have. Yet only a third of global executives report that their orga...

Companies should gain a clear understanding of the way each employee and team do their present work and involve them in redesigning their roles and ways of working. It will spark better ideas and ensure pain points will get addressed early on. It will also create stronger skill matches and...