Do organizations have the right skills for the digital age? How can they plug the digital skills gap? Assess your digital skills maturity with a quick DIY assessment
Human Capital Growth Webinar: Digital leadership growing leaders for the digi...Human Capital Growth
Leadership for the Digital Age: Framework and Capabilities, Growing Leaders who Thrive in the Digital Age
http://www.humancapitalgrowth.com/growing-leaders-who-thrive-in-the-digital-age.html
As organizations seek their footing in a turbulent business environment, they require strong leaders at the helm. The rapid changes associated with digital disruption can be disorienting, so many of us assume the leadership handbook must be completely rewritten for the digital age.
Is it possible the leadership challenges of the digital world are more the same than different but we are overly focused on what’s different because we are so alarmed by the threats to the status quo?
By 2017, 25% of organisations around the world will lose market position because of their failure to incorporate digital capabilities into their business or to respond to what employees want from their employers in a digital environment (Gartner). ORC International has taken on the challenge and defined ways for your organisation to win the war for digital talent.
The covid-19 pandemic boosted the Digitalization initiative. Every company started relying more on digital technologies to continue their business operations. To cope with this changing environment, employees planned to improve their skills and started learning new things virtually; this gave rise to E-learning during the pandemic. The future of E-learning looks excellent because it is the easiest way to learn.
Talent Has Gone Digital, but How About HR?
The on-going digital transformation brings new challenges and opportunities. After stabilizing, improving and fine tuning core HR, we see a new wave within HR; innovation and adoption to the new paradigm. To take the lead and win the game, HR leaders must understand the demographic, technological and societal shifts - and prepare themselves accordingly. They also have to make sure to have a toolset that supports the transformation. The Future of HR is in the Cloud.
The Engagement Gap: How executives and employees think differently about empl...Brian Solis
New survey data shows that employees and executives have different views about employee engagement and the things organizations do to improve it. This is the result of the Engagement Gap. Employee engagement programs, while well intentioned, often miss the mark. This white paper describes the Engagement Gap, and shares survey results captured by Jostle Corporation in partnership with Brian Solis. The data suggests that effective employee engagement programs focus on turning organizations into more meaningful, congenial, and transparent communities.
Human Capital Growth Webinar: Digital leadership growing leaders for the digi...Human Capital Growth
Leadership for the Digital Age: Framework and Capabilities, Growing Leaders who Thrive in the Digital Age
http://www.humancapitalgrowth.com/growing-leaders-who-thrive-in-the-digital-age.html
As organizations seek their footing in a turbulent business environment, they require strong leaders at the helm. The rapid changes associated with digital disruption can be disorienting, so many of us assume the leadership handbook must be completely rewritten for the digital age.
Is it possible the leadership challenges of the digital world are more the same than different but we are overly focused on what’s different because we are so alarmed by the threats to the status quo?
By 2017, 25% of organisations around the world will lose market position because of their failure to incorporate digital capabilities into their business or to respond to what employees want from their employers in a digital environment (Gartner). ORC International has taken on the challenge and defined ways for your organisation to win the war for digital talent.
The covid-19 pandemic boosted the Digitalization initiative. Every company started relying more on digital technologies to continue their business operations. To cope with this changing environment, employees planned to improve their skills and started learning new things virtually; this gave rise to E-learning during the pandemic. The future of E-learning looks excellent because it is the easiest way to learn.
Talent Has Gone Digital, but How About HR?
The on-going digital transformation brings new challenges and opportunities. After stabilizing, improving and fine tuning core HR, we see a new wave within HR; innovation and adoption to the new paradigm. To take the lead and win the game, HR leaders must understand the demographic, technological and societal shifts - and prepare themselves accordingly. They also have to make sure to have a toolset that supports the transformation. The Future of HR is in the Cloud.
The Engagement Gap: How executives and employees think differently about empl...Brian Solis
New survey data shows that employees and executives have different views about employee engagement and the things organizations do to improve it. This is the result of the Engagement Gap. Employee engagement programs, while well intentioned, often miss the mark. This white paper describes the Engagement Gap, and shares survey results captured by Jostle Corporation in partnership with Brian Solis. The data suggests that effective employee engagement programs focus on turning organizations into more meaningful, congenial, and transparent communities.
Digital HR Workplace: Simple Ways to Hire and Onboard FasterHuman Capital Media
Attracting & retaining talent are two of the most important functions of an HR organization, but paper has a nasty habit of tying up HR resources and keeping HR professionals from getting the job done.
Now imagine a paper-free workplace. It can happen with eSignature solutions. With eSignatures, organizations can sign, send, and approve documents anywhere, at any time and keep business moving forward.
Join this webinar to learn how you can transform key, paper-heavy functions like hiring, onboarding, and benefits enrollment to fast and secure digital experiences.
You will also learn:
Current employee and HR pains in the workplace
How companies saved an average of $46 per offer letter
How leveraging an eSignature solution can help you save money and work more efficiently
Digital transformation can be defined as a process whereby an organization shifts their business models, processes, and organizational culture with digital technologies to adapt to changing customer behaviors. They adapt to meet ever-changing customer expectations and engage with consumers in innovative ways. Transformational journeys require acurate assessments, learning, growth, and monitoring of:
1) People and Culture;
2) Capacity and Capabilities;
3) Innovation; and
4) Technology.
Driving digital transformation new skills for leaders, new role for the cioPeerasak C.
EXECUTIVE SUMMARY
Digital acumen is essential for business leaders in today’s hyper-competitive, technologyenabled
world. But most companies lack the knowledge and skills needed to succeed in the digital
aspects of their business, according to a new survey of 436 business leaders by Harvard Business
Review Analytic Services.
The global survey found that while CEOs generally understand the strategic opportunities and
threats of digital business, many have yet to build and communicate a vision for their companies
or to develop a strategy to make that vision a reality. And most organizations’ functional leaders
lack the skills and knowledge they need to execute a digital strategy, even if there’s one in place.
For Companies who want to become a Smart Services Leader, TMG provides a Digital Implementation Platform which enables dynamic B2B value creation through layering the platform operating model on top of the existing linear product value chain
Demand | digital marketing skills in 2021vkkumar10
Understand how Data Make Decisions, Master Marketing Automation, Resonates With Your Audience with your content some of these modern and advanced marketing skills that you should learn for your career or business. to learn these skills and digital marketing you can join an online digital marketing training course.
https://www.cetpainfotech.com/technology/digital-marketing-training
Digital Chameleon's research from 2014 showed that only 22.8% of employees have the digital capabilities required to achieve their business outcomes. We were keen to see whether those alarming figures were true of companies outside of Australia.
We surveyed senior strategists and training executives working predominantly with large global organisations and asked the following questions:
1. Based on your experience, is this figure accurate for your
industry?
2. What are the consequences of poor digital competency?
3. Are a multinational’s learning requirements different to a
local company’s?
A summary of the responses is included here, together with some of the key insights from the survey.
Meetup HR Digital Leaders. Digital Company, Digital People.The Key Talent
Presentación de Vodafone con una visión general del journey del talento dentro de su compañía. Realizada en el tercer MeetUp HR Digital Leaders, organizado por The Key Talent y Vodafone.
Lenwood M Ross, Founder and & CEO of Accelery, Inc. reviews five questions that digital transformation leaders should ask before beginning their net digital transformation project.
In today’s digital age, business practices are shifting from batch to real-time, retrospective to predictive, desktop to mobile, and corporate-driven to people-centric. HR leaders recognize that traditional approaches need to be recalibrated to drive higher levels of employee engagement and better alignment of talent practices with the growth strategy of the organization. Talent acquisition, performance management, and employee engagement are key areas that must be addressed as companies modernize their HR systems and revise their overall approach to managing people.
Join guest speaker Paul Hamerman, Vice President and Principal Analyst at Forrester Research to learn how HR is adapting to the digital age. In this webinar, you will learn how organizations are:
Driving business results with continuous employee performance as an alternative to the annual performance review
Driving higher levels of employee engagement by focusing on six key engagement levers
Transforming talent acquisition by focusing on the candidate experience
Modernizing traditional HR systems to leverage the benefits of cloud and digital experiences.
Digital HR Workplace: Simple Ways to Hire and Onboard FasterHuman Capital Media
Attracting & retaining talent are two of the most important functions of an HR organization, but paper has a nasty habit of tying up HR resources and keeping HR professionals from getting the job done.
Now imagine a paper-free workplace. It can happen with eSignature solutions. With eSignatures, organizations can sign, send, and approve documents anywhere, at any time and keep business moving forward.
Join this webinar to learn how you can transform key, paper-heavy functions like hiring, onboarding, and benefits enrollment to fast and secure digital experiences.
You will also learn:
Current employee and HR pains in the workplace
How companies saved an average of $46 per offer letter
How leveraging an eSignature solution can help you save money and work more efficiently
Digital transformation can be defined as a process whereby an organization shifts their business models, processes, and organizational culture with digital technologies to adapt to changing customer behaviors. They adapt to meet ever-changing customer expectations and engage with consumers in innovative ways. Transformational journeys require acurate assessments, learning, growth, and monitoring of:
1) People and Culture;
2) Capacity and Capabilities;
3) Innovation; and
4) Technology.
Driving digital transformation new skills for leaders, new role for the cioPeerasak C.
EXECUTIVE SUMMARY
Digital acumen is essential for business leaders in today’s hyper-competitive, technologyenabled
world. But most companies lack the knowledge and skills needed to succeed in the digital
aspects of their business, according to a new survey of 436 business leaders by Harvard Business
Review Analytic Services.
The global survey found that while CEOs generally understand the strategic opportunities and
threats of digital business, many have yet to build and communicate a vision for their companies
or to develop a strategy to make that vision a reality. And most organizations’ functional leaders
lack the skills and knowledge they need to execute a digital strategy, even if there’s one in place.
For Companies who want to become a Smart Services Leader, TMG provides a Digital Implementation Platform which enables dynamic B2B value creation through layering the platform operating model on top of the existing linear product value chain
Demand | digital marketing skills in 2021vkkumar10
Understand how Data Make Decisions, Master Marketing Automation, Resonates With Your Audience with your content some of these modern and advanced marketing skills that you should learn for your career or business. to learn these skills and digital marketing you can join an online digital marketing training course.
https://www.cetpainfotech.com/technology/digital-marketing-training
Digital Chameleon's research from 2014 showed that only 22.8% of employees have the digital capabilities required to achieve their business outcomes. We were keen to see whether those alarming figures were true of companies outside of Australia.
We surveyed senior strategists and training executives working predominantly with large global organisations and asked the following questions:
1. Based on your experience, is this figure accurate for your
industry?
2. What are the consequences of poor digital competency?
3. Are a multinational’s learning requirements different to a
local company’s?
A summary of the responses is included here, together with some of the key insights from the survey.
Meetup HR Digital Leaders. Digital Company, Digital People.The Key Talent
Presentación de Vodafone con una visión general del journey del talento dentro de su compañía. Realizada en el tercer MeetUp HR Digital Leaders, organizado por The Key Talent y Vodafone.
Lenwood M Ross, Founder and & CEO of Accelery, Inc. reviews five questions that digital transformation leaders should ask before beginning their net digital transformation project.
In today’s digital age, business practices are shifting from batch to real-time, retrospective to predictive, desktop to mobile, and corporate-driven to people-centric. HR leaders recognize that traditional approaches need to be recalibrated to drive higher levels of employee engagement and better alignment of talent practices with the growth strategy of the organization. Talent acquisition, performance management, and employee engagement are key areas that must be addressed as companies modernize their HR systems and revise their overall approach to managing people.
Join guest speaker Paul Hamerman, Vice President and Principal Analyst at Forrester Research to learn how HR is adapting to the digital age. In this webinar, you will learn how organizations are:
Driving business results with continuous employee performance as an alternative to the annual performance review
Driving higher levels of employee engagement by focusing on six key engagement levers
Transforming talent acquisition by focusing on the candidate experience
Modernizing traditional HR systems to leverage the benefits of cloud and digital experiences.
Each technological age has been marked by a shift in how the industrial platform enables companies to rethink their business processes and create wealth. In the talk I argue that we are limiting our view of what this next industrial/digital age can offer because of how we read, measure and through that perceive the world (how we cherry pick data). Companies are locked in metrics and quantitative measures, data that can fit into a spreadsheet. And by that they see the digital transformation merely as an efficiency tool to the fossil fuel age. But we need to stretch further…
The Digital Talent Gap - Developing Skills for Today’s Digital OrganizationsCapgemini
The War for Talent Has Gone Digital.
The shortage of digital skills in the current marketplace is unprecedented. It is estimated that over 4.4 million IT jobs will be created around Big Data by 2015; however, only a third of these new jobs will be filled.
Martha Lane Fox, the UK’s digital inclusion champion, believes over 16 million people in the UK lack the basic digital skills to fully benefit from the Internet.
Even Millenials are a matter of concern. In a survey comprising over 800 middle to upper management executives from over 50 industries, nearly one in five Millenials in the modern workplace are perceived to be lacking in analytical skills.
Read to find out how your organization can bridge the digital skills gap.
The Digital Talent Gap: Are Companies Doing Enough?Capgemini
The challenge of the digital talent gap is no longer just an HR issue; it is an organization-wide phenomenon that affects all areas of the business.
We undertook a worldwide, cross-sector research program in collaboration with LinkedIn to analyze the demand and supply of digital talent. We surveyed over 1,200 people to gain the perspectives of both employees and leadership teams and we interviewed human resource and talent executives within organizations as well as digital and technology recruiters. In parallel, we worked with LinkedIn to understand demand and supply for specific digital skills and digital roles.
The War for Talent Has Gone Digital
The shortage of digital skills in the current marketplace is unprecedented. It is estimated that over 4.4 million IT jobs will be created around Big Data by 2015; however, only a third of these new jobs will be filled.
Martha Lane Fox, the UK’s digital inclusion champion, believes over 16 million people in the UK lack the basic digital skills to fully benefit from the Internet.
Even Millenials are a matter of concern. In a survey comprising over 800 middle to upper management executives from over 50 industries, nearly one in five Millenials in the modern workplace are perceived to be lacking in analytic skills.
The quest for digital skills is an Economist Intelligence Unit report, sponsored by Cognizant, on the supply and demand of digital skills across four industries: financial services, healthcare, retail and manufacturing.
Séptima Encuesta Mundial del Coeficiente Digital de las empresasPwC España
La Séptima Encuesta Mundial sobre el Coeficiente Digital en las empresas se ha realizado a partir de entrevistas a casi 2.000 directivos y líderes de IT de empresas de diez sectores en 51 países (entre las que se encuentran 70 compañías españolas). El informe mide el grado de digitalización de las compañías entendido por cómo estas afrontan, valoran e integran las tecnologías digitales en su organización -lo que hemos denominado el coeficiente digital- a partir de diez comportamientos digitales clave.
What actions can leaders take to confirm their digital investments deliver and sustain value? The practices and performance of global companies, drawn from the experience of nearly 2,000 business and technology executives.
IAB Netherlands report: Report on Digital Marketing Innovation IAB Europe
With this survey, IAB Netherlands charts the digital innovation agenda of leading marketers in the Netherlands. In cooperation with Deloitte Digital we had interviews with 22 top marketers about the state of digital marketing in their organizations and we spoke about their expectations for the coming 3 years.
New Horizons - 2019 State of IT Training ReportTynan Fischer
New Horizon’s 2019 State of IT Training report
features responses from 1,514 IT professionals and
decision-makers to help you navigate the challenges,
opportunities and skills gaps facing the IT industry.
What technologies are companies adding in 2019
and beyond? Which training methods have the
highest return? What types of IT training should
businesses prioritize to remain competitive?
Discover how companies are approaching IT training
in 2019 and what you can do to future-proof your
workforce or career today.
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach that has been learned across different businesses over 17 years.
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach
that has been learned across different businesses
over 17 years.
The difficult art of quantifying return on digital investmentsBen Gilchriest
Measuring digital investments is proving to be a challenging task. Many companies have tried to create models that demonstrate the value of digital technologies, such as social media, applying traditional metrics to these. However, it's proving to be difficult to find a credible method.
So how do we make the difficult decision on where to invest in digital; especially when we are under so much pressure to do so much more? Whilst we need some sort of mechanism in place to make informed choices, traditional approaches to ROI are falling short. This paper describes these challenges in more detail (you are not alone, even amongst the world's leading digital companies, the 'Digirati', only 56% create a business case). It also describes three approaches you can take to define a digital business case, and provides perspectives on how to best approach digital investment decisions.
Similar to The Digital Talent Gap - Capgemini Consulting (20)
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Discover the innovative and creative projects that highlight my journey throu...
The Digital Talent Gap - Capgemini Consulting
1. The Digital Talent Gap
Developing Skills for Today’s
Digital Organizations
2. 2
The shortage of digital skills in the
current marketplace is unprecedented.
It is estimated that over 4.4 million IT
jobs will be created around Big Data by
2015; however, only a third of these new
jobs will be filled1
. Martha Lane Fox, the
UK’s digital inclusion champion, believes
over 16 million people in the UK lack the
basic digital skills to fully benefit from the
Internet2
. Even Millenials are a matter of
concern. In a survey comprising over 800
middle to upper management executives
from over 50 industries, nearly one in five
Millenials in the modern workplace are
perceived to be lacking in analytical skills3
.
a
Organizations that truly transform by leveraging digital technologies
The impact of digital
technologies is now
felt not only in the IT
department, but across
the entire organization,
creating a huge demand
for digital skills.
The War for Talent Has Gone Digital
The reasons driving this skills shortage
are not hard to identify. The usage of
mobile, social and analytical tools is
permeating the length and breadth of
every function across the organization.
Unlike the past, the impact of these digital
technologies and tools is felt not just in
the IT department. This means that the
magnitude of training and re-skilling that
is required is enormous. Moreover, each
new technology cycle has brought forth
new requirements and these cycles are
increasingly getting shorter. Employees
must now refresh their skills more
frequently if they wish to stay relevant in
this rapidly changing digital environment.
The head of India R&D Labs of software
firm SAP succinctly states: “The shelf life
of a software engineer today is no more
than that of a cricketer – about 15 years.
The 20-year-old guys provide me more
value than the 35-year-olds do.4
”
Organizations are beginning to recognize
the magnitude of the problem. Our
own research with the MIT Center
for Digital Business has revealed that
77% of companies considered missing
Figure 1: Digital Leaders or ‘Digirati’ are already investing in digital skills and reaping the benefits
We agree/strongly agree we have digital skillsWe are investing in the necessary digital skills
All Others Digirati
11%
7%
9%
26%
23%
25%
Analytics Social Mobile
Digirati All others
82%
40%
82% of respondents from Digirati agreed,
compared to 40% in other firms
Source: Capgemini Consulting – MIT Center for Digital Business Research, The Digital Advantage: How digital leaders outperform their peers in every industry, 2012
digital skills as the key hurdle to their
digital transformation5
. Digital leaders or
‘Digirati’a
are already investing in digital
skills and reaping significant benefits in
comparison to other companies (see
Figure 1). On average, ‘Digirati’ are
26% more profitable than their industry
competitors.
This skills shortage is creating a ‘war for
talent’,wherecompanieshavetocompete
for the best talent with new categories of
players. Unlike in the past, the hunt for the
best talent is no more limited to localized
skills in certain departments. In this case,
the talent war is manifest across the entire
organization. The important questions
are: Do organizations include digital skills
as a key component in their workforce
plans? Are HR departments equipped
and skilled to bring innovative solutions
to bridge the digital skills gap? How are
Digiratis developing digital skills?
3. 3
77% of companies consider
missing digital skills as the
key hurdle to their Digital
Transformation.
Despite the skills shortage,
only 46% of companies are
investing in developing
digital skills.
Only 4% of companies we
interviewed are aligning
their training efforts with
their digital strategy.
Organizations are currently facing an
acute shortage of digital skills. To find
out the current level of skills shortage
and reasons behind this shortage, we
interviewed companies across the globe.
Companies are Not
Investing in Digital Skills
Over 90% of the companies we
interviewed stated that they did not have
necessary skills in the areas of social
media, mobile, internal social networks,
process automation and performance
monitoring and analysis6
. That is not to
say they do not realize the importance
of such digital skills. Our research
with the MIT uncovered that 87% of
companies feel digital transformation is a
competitive opportunity7
. However, only
46% were investing in the development
of digital skills8
.
Training Programs are Out
of Sync
A key challenge that we uncovered was
how out of sync the training efforts were.
We found that only 4% of companies
ensured that their training efforts were
aligned with their overall digital strategy.
Current Approaches to Developing
Digital Skills are Broken
The result of this lack of synchronization
and alignment became clear when we
analyzed corporate training budgets
allocated to digital. We found that none
of the companies we surveyed spends
more than 20% of its training budget on
digital. Such poor investment is clearly
reflected in the limited reach of training
initiatives. For an overwhelming 95% of
companies, only 20% of their workforce
benefited from trainings on digital8
(see
page 4).
Many Companies Continue
to Use Traditional
Approaches for Sourcing
Digital Skills
Companies seem to be overly cautious
and conservative in their acquisition
of digital skills. We found that while
companies are increasingly using
multiple methods to source digital
skills, they still rely heavily on traditional
methods such as training, recruitment
and partnership. In our survey, over 63%
of companies are using such traditional
methods to source digital talent10
. On
the other hand, only 13% of companies
are using innovative methods such as
targeted company acquisition or an
incubator approach (see page 4). While
traditional methods definitely need to
be considered, other inventive avenues
present many untapped opportunities.
There have been many success
stories of companies that have used
innovative approaches such as acquiring
companies and engaging startups
through incubation.
The Human Resources
Function is Not Actively
Involved in Digital Skills
Development
An added challenge appears to be
the fact that HR is not in the driver’s
seat when it comes to steering digital
skills development. We found that only
30% of organizations have mentioned
HR as being actively involved in skills
development11
. So, the question remains
who is managing the transformation of
skills if it is not HR? In over 60% of the
companies we surveyed, it was the senior
leadership, IT division, functional teams
and employees who were spearheading
digital skills development12
.
This lack of investment and alignment
with digital strategy is worrisome as
it means that companies still have a
long way to go before they can resolve
their digital skills issue. Apart from the
investment focus, a talent shortage of
the magnitude that organizations face
today requires a more proactive stance
on the part of companies. Organizations
need to tap into newer platforms for
acquiring skills while also accelerating
the pace of skills development. They
need to understand that traditional
skills and approaches are not going to
help them in the digital age. In the next
section, we take a look at the skills that
organizations need in order to thrive in
the digital world.
4. Yet, they are not investing in digital skills
Companies realize the digital skills gap and its importance
of companies align their
training efforts with
their digital strategy
of companies are using
traditional methods
to source digital talent
of organizations have
mentioned HR as being
actively involved in
skills development
of companies have identified
senior leadership, IT division,
functional teams and
employees as leading cohorts
of companies are using
innovative methods
No company spends
Moreover, existing efforts to develop skills are out of sync
Companies Continue to Use Traditional
Approaches to Source Digital Skills
Human Resources Function is Not Actively
Involved in Digital Skills Development
Only
30%
Over
60%
63%
Over
13%
Only
4%Only of its> 20%
training budget on digital
are investing in
developing digital skills46%Only
Only of companies’ workforce benefits from training on digital20%
Current Approaches to Developing
Digital Skills are Broken
of companies
lack digital skills
of companies feel
digital transformation
is a competitive opportunity
90% 87%Over
4
5. 5
Over 50% of companies
realize mobile is a
key skill for digital
transformation; over
80% of them face a talent
shortage in mobile.
Only 13% of companies
described their social
media efforts as
advanced.
Figure 2: Skill Evolution for the Digital Age
Mobile
Analytics Social
Technical
Talent
Strong understanding
of Business Drivers
Knowledge of
technical
underpinnings
Business
Professionals
Digital Age
Employee
Source: Capgemini Consulting Analysis
What Skills are Most Relevant for
the Digital Age?
One of the common challenges that most
organizations have faced in the past
is how technical teams and business
teams speak different languages. In
today’s digital age, this will prove to be
a significant hurdle. The proliferation of
digital tools and technologies across
functions means that the business
worker has to learn sufficient technical
skills. At the same time, the technical
engineer should be ready to speak the
business language in order to be in
sync with their marketing and product
counterparts. In the long-term, the need
is for an evolved professional who is
equally comfortable with business and
technology (see Figure 2).
There is Demand for New
Types of Technical Skills
There is a growing usage of Big Data
analytics, social media platforms and
mobile devices. This, is turn, is forcing
employees to acquire skills in these
areas.
For instance, our survey indicated that
over 50% of companies realize that
mobile is one of the two most important
skills for digital transformation. However,
over 80% of these companies face a
talent shortage in mobile13
. Mobile skills
encompass design skills, e.g. platform-
design, user-interface and gamification
as well as technical skills such as app
development, cloud services, mobile
device management and security.
Similarly, in a survey conducted with
American executives, over 85%
mentioned that they have a Big Data
initiative planned or in progress; however,
only 21% rated their company’s analytics
capabilities as “more than adequate” or
“world class”. Moreover, all respondents
cited facing issues while hiring analytical
talent with more than 75% saying that it
is challenging to source such skills14
.
Like mobile and analytics, social media
skillsisanotherskillareathatisindemand.
In a survey conducted with respondents
from organizations with over 50,000
employees, only 13% of companies
described their social media efforts as
advanced15
. These social media skills
encompass soft skills such as building
a brand, community participation, virtual
facilitation, online etiquette and front-end
engagement skills such as social media
outreach, community management,
customer service and public relations.
Our Digital Maturity Assessment survey
also highlighted that over 50% of
companies lacked social media skills.
6. 6
Technical Talents Need a
Strong Understanding of
Business
The lack of advanced technical skills
in mobile, analytics and social media
isn’t the only challenge that companies
face. They also need to increasingly
complement these digital skills with
business acumen. The true potential of
digital skills is realized when they are
combined with a robust understanding
of the business. For instance, the real
value of data analytics stems from an
organization’s ability to operationalize
these insights. This requires combining
data prowess with strategic and
creative thinking, collaboration and
communication skills. This is leading
to a growing demand for individuals
who possess technical skills along
with business strategy and leadership
abilities.
Markus Nordlin, the CIO of Zurich
Insurance, sums up the requirement
for the future leaders, “I believe that
the successful leaders of tomorrow, in
any business or industry, are going to
be true hybrid professionals who have
spent some time in IT but have shifted
to operations and vice-versa.16
” And
when it comes to the next generation of
talent, Anne G. Robinsonb
, President of
INFORMSc
emphasized how critical it is
that “analytics graduates learn program
management and change management,
so they understand and drive the end-
to-end analytics process.”
I believe that the
successful leaders of
tomorrow are going to be
true hybrid professionals
who have spent some
time in IT but have
shifted to operations and
vice-versa.
By 2015, it is expected
that 90% of all jobs will
require Information
and Communication
Technology (ICT) skills.
Business Professionals
Must Understand the
Language of IT
By 2015, research firm IDC expects that
90% of all jobs will require Information
and Communication Technology (ICT)
skills17
. Business professionals will
increasingly need to be comfortable
with digital tools and technologies in
order to perform their core roles. They
need to understand the language of IT
that will enable them to have a healthy
conversation with their IT colleagues
on how best they want to serve their
customers. Indeed, IDC expects that
50% of new marketing hires in 2013 will
have technical backgrounds18
.
- Markus Nordlin,
CIO Zurich Insurance
So, what does the digital-savvy
professional of the future look like?
Future employees will need to combine
excellent digital specialist skills with
deep functional business knowledge.
They should be comfortable with short
delivery cycles and be able to operate
across silos and within cross-functional
teams. They need to ensure they are
ahead of the technology curve and in
roles where they can add value beyond
what digital technology generates.
Terry Harrison, past President of
INFORMS and Professor at the Penn
State University puts it directly, “It is no
longer sufficient that you think of your
job as doing what you have constantly
done for many years. If you have that
mindset long enough then software will
be developed to do what you do making
you redundant.”
However, getting to an organization that
is filled with employees having such skills
is not an easy task. It requires plugging
of the digital skills gap. In the next
section, we propose some approaches
to achieving this.
b Anne G. Robinson is the Director, Supply Chain Strategy and Analytics at Verizon Wireless.
c INFORMS: Institute for Operations Research and the Management Sciences and is headquartered in Baltimore, USA.
7. 7
Next Generation
Learning in Action
Initially, Intel launched their Digital
IQ training program in 2008. The
program comprised 60 online
courses spanning areas such as
social media measurement, brand
identity in social media, mobile
marketing and viral marketing. Within
two years of its launch, over 20,000
employees had completed the Digital
IQ training. Going a step further, Intel
introduced another course, called
Digital IQ 500, which licenses Intel
employees to practice social media
on behalf of the company.
Source: Harvard Business Review Blog, “Intel’s
social media training”, February 2010
The growing demand and limited
supply of digital talent is placing
immense pressure on organizations
to scale up on their digital skills. We
believe organizations need to initiate
training programs on digital tools, look
at innovative recruitment methods,
carry out targeted acquisitions, enter
into partnerships and engage with the
startup community in order to plug the
digital skills gap (see Figure 3).
Employee Exchange
Programs with Technology
Companies Aid in
Accelerating Digital
Training
Training programs on digital skills
help employees understand how to
use and implement new technologies
and platforms. P&G is an interesting
example of a company that has trained
its employees on digital skills to scale up
for future growth. To step up its Internet
marketinginitiativesandtoscaleupdigital
P&G entered into an
employee-exchange
program with Google
to step up its Internet
marketing initiatives and
scale-up digital skills.
How Can Organizations Plug
the Skills Gap?
Figure 3: Plugging the Skills Gap – Examples of Best Practices
Innovative Recruitment
Methods
Targeted
Company
Acquisitions
Plugging
the Skill Gap
Partnerships
Incubating
for the
Future
Training
Programs
Partnered with Kaggle,
a Platform for Data
Prediction Competitions
Partnered with
Techstars for an
Incubator Program
Launched an Employee
Exchange Program
with Google
Gamified their
Recruitment Process
Made Several
Acquisitions of Mobile,
Social and Technology Firms
Source: Capgemini Consulting Analysis
skills amongst its employees, P&G and
Google started an employee exchange
program. The aim of the program
was to foster innovation and cross-
pollination of digital talent. Employees
from both companies took part in each
other’s training programs and attended
meetings where business plans were
formalized. With this program, P&G
gained expertise on digital and search
marketing to effectively sell its products
online19
.
8. 8
Over 49% of candidates
are more likely to consider
a job advertised in an
innovative way.
The need for employees to have a
thorough understanding of digital
technologies and their business
applications also extends to senior
executives. Effective reverse mentoring
programs help address this gap.
The importance of learning from the
younger generation is highlighted by
Krish Shankar, Head of HR at Indian
communication group Bharti Airtel.
According to him, “The future of
technology will be defined by the youth,
and unless we talk to the younger
generation and observe them closely, we
will not know their demands. A program
like this [reverse mentoring] sends a
message that no matter how high up
you are, you are never too old to learn20
.”
Such reverse mentoring programs have
been pioneered by General Electric and
adopted by companies such as L’Oréal
and Cisco.
Digitizing the Recruitment
Process Encourages Best-
in-Class Digital Talent to
Engage
Digital talent does not lend itself to easy
recruitment. Indeed, a survey indicates
that over 49% of candidates are more
likely to consider a job advertised in
an innovative way. The same survey
found that over three-quarters of HR
professionals think that it has become
crucial to use new ways to recruit and
retain talent21
. L’Oréal’s website ‘Reveal’
gamifies its recruitment process. The
website lets visitors communicate
with employees and take part in real-
life, problem-solving scenarios within
a virtual environment. The game-like
setting allows visitors to collect points
and receive feedback. The users with
the highest points compete for prizes
and job opportunities with L’Oréal22
.
When recruiting for skills that are in
short supply, organizations should look
outside their industry towards those who
have already taken a lead in developing
similar talent. For instance, when gaming
company Caesars wanted to build
their analytics capability, they targeted
employees from financial services
companies. These included companies
such as Capital One, American Express
and First USA — companies that were
early movers in developing analytics
talent and, thus, were a good source of
such talent for Caesars23
.
Targeted Company
Acquisitions Help Access
Skilled Hires in Key Digital
Technology Areas
Targeted company acquisitions help
organizations gain complementary digital
talent rapidly. For instance, Walmart
Labs, the social and mobile lab of Wal-
Mart, has acquired several firms for their
talent in specific areas/technologies.
These companies have ranged from
mobile-related agencies focused on
product development — Small Society,
search engine Kosmix, point-of-sale
development startup Grabble — to a
real-time search engine called OneRiot24
.
Partnerships with Online
Skill Platforms Facilitate
Innovative Product
Development
Partnerships enable companies to
leverage the digital expertise of other
organizations. Such partnerships allow
companies to engage best-in-class talent
or services for their digital initiatives.
For instance, Boehringer Ingelheim, a
pharmaceutical company, partnered
with Kaggle — a platform for data
prediction competitions — to create
predictive models for clinical research.
The partnership aimed at leveraging the
skills of data scientists present on the
Kaggle platform to develop models to be
used for drug development. The three-
month long competition attracted 700
teams that, between them, submitted
close to 9,000 entries25
.
Incubating Startups Allows
Companies to Tap into a
Repertoire of New Ideas
Companies can gain access to external
digital talent by nurturing niche startups
and providing them with assistance and
opportunities. Such initiatives provide
companies with an opportunity to look
at a larger number of ideas, which they
either have not been able to focus on or
develop due to lack of required skill sets
within the company.
For instance, Nike has partnered with
Techstars — a startup accelerator —
for their Nike+ Accelerator program,
to provide select startups with the
opportunity to build products on top of
the Nike+ and NikeFuel platforms. The
program aims to leverage the Nike+
platform to support digital innovation.
Selected companies get access to
Nike’s development tools, office facilities
and technical platforms and support, to
create solutions. Nike also supports the
selected companies by providing access
to a select list of Nike executives and
external mentors26
. Similar initiatives have
also been started by companies such as
Mondelez.
Beyond these models, there are several
other approaches to identifying digital
talent. There are multiple validated, virtual
talent pools that are coming up. These
‘Expert Networks’ increasingly connect
disconnected and geographically spread
talent with clients. Some examples
include the Gerson Lehrman Group and
Capvision27
.
In the next and final section, we propose
a roadmap for how organizations can
develop their digital skills and also offer a
self-assessment model to help companies
quickly assess where they stand in their
digital skills development journey.
9. 9
A Roadmap for Successful Digital
Skills Development
Digital skills requirements vary from one
organization to the other based on their
digital maturity and transformational
capability. Key focus areas will depend
on individual business requirements
as well as availability of resources.
Organizations need to define a vision,
identify future skill requirements,
undertake a comprehensive skills gap
assessment, take steps to bridge the gap
and finally initiate actions to constantly
evaluate progress in their journey to
develop digital skills (see Figure 4).
Define Vision and Identify
Future Skill Requirements
The first step in progressing on the digital
skills acquisition road is to define a clear
Determine the digital proficiency of
employees
The first step is to determine the digital
proficiency and level of online influence of
employees. For this purpose, scores from
third-party services such as Kloutd
, Krede
and Kagglef
can be useful in assessing
employees’ understanding and usage
of specific digital technologies. HR
should drive this step with the support
of marketing.
Use these findings to identify digital
personae of employees
The extent of digital-savviness in
employees will help determine the kind
of skills gap that exists and potential
ways to bridge this gap. Typically,
senior leadership has a strong stake
in business-level decisions, and this is
no different when it comes to the skills
development strategy of the business.
However, it is important to ask: do these
influencers have the necessary digital
know-how to drive the vision forward?
What about employees who use digital
platforms to engage professionally with
colleagues and customers? How well-
placed are they in being pioneers of
change? Employees who use digital
platforms such as social media for
staying connected on the personal front
maybe well-versed with digital tools.
However, will they be willing to use these
skills to accelerate skills development in
the larger organization? Then, of course,
there are people with purely functional
roles who may not be inclined towards
digital but might need to sharpen their
digital prowess if they want to remain
competitive. This stage should also
be driven by HR with the support of
marketing.
digital skills vision for the organization.
What are the key skills that the company
needs if it has to meet its larger digital
transformation goals? This analysis
should be driven by the business with
the involvement of HR and IT teams.
Perform a Skills Gap
Analysis
Once a vision has been established
and future skills requirements defined,
organizations need to conduct a self-
assessment of their existing skills. The
aim is to compare existing skills levels
to desired levels of proficiency and
determine the skills gaps. This should be
driven by HR with support from business
and IT.
Figure 4: Roadmap for Successful Skills Development
Developing
Digital Skills
Define vision
and identify
future skill
requirements
1 2
Undertake skills
gap assessment
3
Bridge the
skills gap
4
Constantly
evaluate
progress
Source: Capgemini Consulting Analysis
d Klout Score is a numerical value between 1 and 100 and is measured on the basis of user’s social media network, content created and the interaction by other
users with that content.
e Kred is an influence measure for social media. It is given as a dual score to distinguish the person’s Influence and Outreach on social media.
f Kaggle score is a score derived based on the number and complexity of data related competitions a person has successfully participated in on the Kaggle
platform.
10. 10
Digital Skills Self-Assessment
For each answer, record a score between 1 and 7 (1 = Strongly Disagree, 3 = Neutral, 7 = Strongly Agree)
Area of Focus Key Questions Your Score Recommended Action
Vision & Leadership
We have committed leadership at the top for
driving digital skills
0-21
>18 You have a leadership that has a strong
vision on
digital skills
15<X<18 You need to sensitize your top
management on the need for a top-down
approach
<15 You need to inject a passion for digital at
the very top of the company
Our board is digital-savvy
We have a clear vision of the skills we need in
order to meet our larger digital transformation
goals
As-Is Assessment
We have the requisite digital skills in-house to
successfully drive digital transformation
0-14
>11 You know where you stand and what skills
you have in-house;
8<X<11 You have pockets of digital skills in
targeted areas;
<8 You need to actively consider external
assistance and initiate identification of digital
skills of existing employees.
We have a clear view of the type of employees
and their digital persona (which employee has
what type of digital skill?)
Investment
We have a strong program of investment in
digital skills development
0-14
>11 You have recognized and initiated actions
for developing your digital skills;
8<X<11 Identify areas that need specific
attention or leadership focus;
<8 Need to actively consider impact and role of
digital skills on your organization
We have a process to periodically identify
key digital skills areas, in line with the pace of
technology development
Plugging the Skills Gap
We are comfortable with the pace of our training
programs on digital skills
0-35
>30 You are on the right track to acquiring
digital skills;
21<X<24 You need to ensure you spread your
best practices across all areas of digital skills;
<21 You need to step up the pace of digital
skills acquisition
We have partnered with some of the best niche
digital technology firms
We have a dedicated and sufficient budget
towards the development of digital skills
We are using innovative recruitment ways as an
effective way to develop digital skills
We are innovating in our approach to gaining
digital skills (incubators/usage of expert
networks)
11. 11
Determine Methods to
Overcome the Skills Gap
The next step is to overcome the skills
gap through the approaches discussed
earlier. However, the type of method
used will differ based on the technology
focus area, intensity of the skills gap
as well as availability of resources. For
instance, employees with high Klout
and Kred scores typically tend to have
a high degree of social media savviness
and influence. These individuals can
potentially become mentors as part of
a reverse mentoring program, similar to
what companies such as L’Oreal and
GE have done. Similarly, employees with
high Kaggle scores can be leveraged to
train other employees for improving their
analytics skills. In such scenarios, the
organization can tap into their in-house
pool of talent instead of looking at third-
party training services.
shortage, there is no ‘one-size-fits-all’
approach because every organization
has its own unique requirements.
Procter & Gamble established a baseline
for all its employees through a “digital
skills inventory,” and set proficiency
expectations for specific roles and career
progression28
. Pepsi launched its “digital
fitness” program to keep its marketers’
digital skills up to par29
. It is essential
to define a customized approach that
makes the best use of available assets
and resources, and leverages the most
impactful methods to bridge the skills
divide.
Building digital skills is only a part
of the overall digital transformation
agenda. Organizations will have to
continue working towards sustaining the
advantage that they gain through these
digital skills. This will require sustained
efforts towards training and re-skilling.
Acquiring digital skills is the first, albeit
significant, step of a long journey to a
successful digital transformation.
Develop an Iterative System
of Monitoring Progress
Once the methods to bridge the
skills gap have been implemented,
it is crucial to establish a continuous
system of monitoring progress. In the
case of internal trainings, for instance,
organizations could start by rolling out
a basic training and evaluation system.
Companies should continue evaluating
their programs as before but use real-
time technologies to increase their
agility in adjusting training content and
couple it with more frequent talent
performance evaluation. Similarly, if a
training program is not producing the
optimum levels of participation, methods
such as gamification can be used to
drive up engagement levels. The idea
is to measure the impact of training on
behaviors as opposed to focusing on
training delivery.
Organizations across the globe are
facing an acute shortage around digital
skills. When it comes to overcoming this
Research Methodology
The research included in the paper is a combination of multiple surveys that have been conducted by Capgemini Consulting at
varying points in time as well as select interviews of academics and business professionals.
We first conducted an in-depth research with the MIT Center of Digital Business interviewing more than 150 senior executives
from large enterprises from across the globe. For further details and insights from this research please refer to Digital
Transformation: A Road-Map for Billion-Dollar Organizations. The Phase 2 of the research with MIT focused on benchmarking
digital practices around the globe. As a part of this effort, survey responses were gathered from 469 executives in 391 large
companies around the world. For further details on the insights from this phase, please refer to The Digital Advantage: How
digital leaders outperform their peers in every industry.
To conduct further deep-dive analysis of specific issues, Capgemini Consulting carried out a Digital Maturity Assessment
Survey in 2012 and 2013, seeking opinion from over 130 executives from companies spread across the globe. The results of
all these surveys identified relevant digital skills as one of the major concern areas for companies trying to realize benefits from
digital transformation. To understand the precise pain areas in developing digital skills, we conducted a Digital Skills Survey in
2013. As a part of this research, we surveyed HR decision makers with the aim of understanding the efforts and approaches
companies are employing to overcome the acute shortage in digital skills.
We also conducted detailed interviews of board members of INFORMS, the Institute for Operations Research and the
Management Sciences, which is headquartered in Baltimore, United States.
12. 1 Gartner, “Gartner Says Big Data Creates Big Jobs: 4.4 Million IT Jobs Globally to Support Big Data By 2015”, October 2012
2 Capgemini Consulting, Digital Leadership: An interview with Martha Lane Fox, UK Digital Champion, May 2013
3 Global HR Business, “Millennials Have Least Analytical Acumen, Gen Xers the Highest in Today’s Workforce, New Survey
Suggests”, August 2013
4 Times of India, “What’s the shelf life of a techie? Just 15 years”, November 2012
5 Capgemini Consulting – MIT Center for Digital Business Research, ““Digital Transformation: A Roadmap for Billion Dollar
Organizations”, 2011
6 Capgemini Consulting, Digital Maturity Assessment Survey, 2012 and 2013
7 Capgemini Consulting and MIT Center of digital Business Research, Digital Transformation: A Roadmap For Billion-Dollar
Organizations, 2011
8 Capgemini Consulting and MIT Center of digital Business Research, The Digital Advantage: How digital leaders outperform
their peers in every industry, 2012
9 Capgemini Consulting, Digital Maturity Assessment Survey, 2012 and 2013
10 Capgemini Consulting, Digital Skills Survey, 2013
11 Capgemini Consulting, Digital Skills Survey, 2013
12 Capgemini Consulting, Digital Skills Survey, 2013
13 Capgemini Consulting, Digital Skills Survey, 2013
14 New Vantage Partners, “Big Data Executive Survey 2012”, January 2013
15 Ragan.com, “structuring A Social Media Team”, January 2013
16 Capgemini Consulting, Digital Leadership: An interview with Markus Nordlin, CIO of Zurich Insurance, 2013
17 IDC, “Post Crisis: e-Skills Are Needed to Drive Europe’s Innovation Society”, November 2009
18 IDC, “IDC Releases Chief Marketing Officer Top 10 Predictions for 2013”, January 2013
19 Direct Marketing news, “Google, P&G swapping employees”, November 2008
20 Economic Times, “Why companies call the young and the inexperienced to mentor older professionals”, December 2012
21 Recruiter.com, “HR Must Step Up Recruitment/Motivation Game to Keep Employees”, June 2013
22 Rullion Solutions, “Game On”, March 2013
23 Capgemini Consulting – MIT Center for Digital Business Conference, “Big Data: The Management Revolution”, Interview
conducted by Andrew McAfee, December 2012
24 Gigaom, “Walmart Labs buys mobile agency Small Society”, January 2012.
25 PMLive, “Boehringer data competition produces academic-standard models in just three months”, June 2012
26 Nike Accelerator website
27 Reuters, “Expert networks: thriving in Asia, away from U.S. scrutiny”, September 2013
28 Forbes, “The Matrix of Soap”, August 2011
29 Adage, “Digital Fitness Is Latest Craze in Building up Your Marketing Ranks”, November 2011
References
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