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.
Estudo sobre a mudança tecnológica nas empresas, efetuado pelo famoso MIT’s Center for Digital Business (CDB) e Capgemini Consulting, onde foram inquiridos 1,559 pessoas em 106 Países, vem revelar que obstáculo s encontram as empresas na mudança para a economia digital
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
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.
A Framework for Digital Business TransformationCognizant
By embracing Code Halo thinking and a programmatic approach to business process change, organizations can better engage with customers and deliver mass-customized products and services that drive differentiation and outperformance.
Estudo sobre a mudança tecnológica nas empresas, efetuado pelo famoso MIT’s Center for Digital Business (CDB) e Capgemini Consulting, onde foram inquiridos 1,559 pessoas em 106 Países, vem revelar que obstáculo s encontram as empresas na mudança para a economia digital
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
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.
A Framework for Digital Business TransformationCognizant
By embracing Code Halo thinking and a programmatic approach to business process change, organizations can better engage with customers and deliver mass-customized products and services that drive differentiation and outperformance.
The Digital Culture Challenge: Closing the Employee-Leadership GapCapgemini
Is company culture a roadblock or a catalyst for digital transformation? Does the big moment for an organization arrive when they have embraced the fact that the prerequisite to digital transformation isn’t a technical issue, but a cultural change?
Unfortunately, it’s a pre-requisite that is beyond the grasp of many companies as they look to drive innovation and change through smart technologies and data. For most, cultural issues continue to block digital transformation and it’s a problem that’s worsening. In 2011, a majority of respondents (55%) said that culture was the number one hurdle to digital transformation1 but in our latest research, this figure has actually risen to 62%
Download the report to understand why organizations are struggling and what they can do about it, we undertook an extensive research program based on a clear definition of digital culture. We surveyed 1,700 people—including not only senior executives, but also managers and employees—in 340 organizations across eight countries and five sectors. We also interviewed senior business executives from a range of organizations across industries, as well as academic experts.
Developing and managing a multi-channel approach has been
a key issue in retail banking.
But what about Corporate & Investment Banks (CIBs)? Where do they stand in terms of multichannel for corporate clients?
Especially, what are the trends and opportunities in digital channels for them and what are the implications?
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.
Digital transformation-of-business-harvard-business-reviewJerry Chen
Business value of Strategy for enterprise organizations
A Harvard Business Review report - The Digital Transformation of Business – demonstrates how leading organizations are getting creative with cloud, mobile, social and big data. Understand how 537 enterprise executives are using megatrend technologies to drive transformational impact for their business, their customers and their employees.
When Digital Disruption Strikes: How Can Incumbents Respond?Capgemini
Digital innovation is shaking the core of every industry and incumbents are struggling to respond. The emergence of startups such as Uber – which disrupt entire sectors with their agile, innovative business models – is worrying traditional incumbents. Venture funding to startups is at historic highs. In just one startup hotspot, Silicon Valley, venture capital investment in the first three quarters of 2014 was around $17 billion, a figure that is only surpassed by the peak of the dotcom era in 2000. In recent research by GE, two-thirds of respondents agreed that businesses have to encourage creative behaviors and must disrupt their internal processes in order to do so. What does a successful strategy for responding to disruption look like? How fast have companies responded to digital disruptions? To understand more about how traditional incumbents respond to digital disruption, we conducted research spanning 100+ companies.
The Work Ahead in Manufacturing: Fulfilling the Agility MandateCognizant
According to our research, manufacturers are well ahead of other industries in their IoT deployments but need to marshal the investment required to meet today’s intensified demands for business resilience.
It is the age of the digital customer. And digital customer experience is something that most companies have on top of their agenda. It is not hard to see why. In a survey, 70% of respondents said that good service had a considerable influence on their loyalty and 69% would recommend the company to others. The reverse is also true. Poor customer experience drives customers away. Research shows that nearly 89% of customers walk away from a company after a single poor customer experience. And this can have a significant impact. Businesses are estimated to lose as much as 20% of revenue from poor customer experiences. And this is precisely the reason we chose to focus the sixth edition of our Digital Transformation Review on Customer Experience. How can organizations create compelling digital customer experiences that work? We posed this very question to a diverse panel from around the world. Our panel for this edition includes industry leaders, academics, startup founders, platform vendors and technology gurus. They come from all over the world, including the home of innovation in the digital age — Silicon Valley
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.
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
Future of work employability and digital skills march 2021Future Agenda
The Future of Work, Employability and Digital Skills
This interim summary identifies 50 key insights for the next decade on this critical topic. These open foresight findings are based on the results of 20 workshops and 150 interviews with over 400 informed experts from across academia, business and government conduced in the last 12 months. These were primarily across Europe, but also include views from US and SE Asia.
The varied discussions identified multiple key shifts that expected to have greatest impact over the next decade. The top 3 of these are seen as pivotal for society, for government, for employers and for future workers.
Building Digital Skills
Reinventing Roles
Developing Soft Skills
To build a richer, deeper view, we would very much welcome your feedback – especially on which shifts may deliver most benefit in the next ten years, and what is missing that ought to be included in the mix.
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
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 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.
In this Capgemini study the Digital Talent Gap is defined and the important questions answered; 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 the 'Digirati' developing digital skills?
The Digital Culture Challenge: Closing the Employee-Leadership GapCapgemini
Is company culture a roadblock or a catalyst for digital transformation? Does the big moment for an organization arrive when they have embraced the fact that the prerequisite to digital transformation isn’t a technical issue, but a cultural change?
Unfortunately, it’s a pre-requisite that is beyond the grasp of many companies as they look to drive innovation and change through smart technologies and data. For most, cultural issues continue to block digital transformation and it’s a problem that’s worsening. In 2011, a majority of respondents (55%) said that culture was the number one hurdle to digital transformation1 but in our latest research, this figure has actually risen to 62%
Download the report to understand why organizations are struggling and what they can do about it, we undertook an extensive research program based on a clear definition of digital culture. We surveyed 1,700 people—including not only senior executives, but also managers and employees—in 340 organizations across eight countries and five sectors. We also interviewed senior business executives from a range of organizations across industries, as well as academic experts.
Developing and managing a multi-channel approach has been
a key issue in retail banking.
But what about Corporate & Investment Banks (CIBs)? Where do they stand in terms of multichannel for corporate clients?
Especially, what are the trends and opportunities in digital channels for them and what are the implications?
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.
Digital transformation-of-business-harvard-business-reviewJerry Chen
Business value of Strategy for enterprise organizations
A Harvard Business Review report - The Digital Transformation of Business – demonstrates how leading organizations are getting creative with cloud, mobile, social and big data. Understand how 537 enterprise executives are using megatrend technologies to drive transformational impact for their business, their customers and their employees.
When Digital Disruption Strikes: How Can Incumbents Respond?Capgemini
Digital innovation is shaking the core of every industry and incumbents are struggling to respond. The emergence of startups such as Uber – which disrupt entire sectors with their agile, innovative business models – is worrying traditional incumbents. Venture funding to startups is at historic highs. In just one startup hotspot, Silicon Valley, venture capital investment in the first three quarters of 2014 was around $17 billion, a figure that is only surpassed by the peak of the dotcom era in 2000. In recent research by GE, two-thirds of respondents agreed that businesses have to encourage creative behaviors and must disrupt their internal processes in order to do so. What does a successful strategy for responding to disruption look like? How fast have companies responded to digital disruptions? To understand more about how traditional incumbents respond to digital disruption, we conducted research spanning 100+ companies.
The Work Ahead in Manufacturing: Fulfilling the Agility MandateCognizant
According to our research, manufacturers are well ahead of other industries in their IoT deployments but need to marshal the investment required to meet today’s intensified demands for business resilience.
It is the age of the digital customer. And digital customer experience is something that most companies have on top of their agenda. It is not hard to see why. In a survey, 70% of respondents said that good service had a considerable influence on their loyalty and 69% would recommend the company to others. The reverse is also true. Poor customer experience drives customers away. Research shows that nearly 89% of customers walk away from a company after a single poor customer experience. And this can have a significant impact. Businesses are estimated to lose as much as 20% of revenue from poor customer experiences. And this is precisely the reason we chose to focus the sixth edition of our Digital Transformation Review on Customer Experience. How can organizations create compelling digital customer experiences that work? We posed this very question to a diverse panel from around the world. Our panel for this edition includes industry leaders, academics, startup founders, platform vendors and technology gurus. They come from all over the world, including the home of innovation in the digital age — Silicon Valley
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.
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
Future of work employability and digital skills march 2021Future Agenda
The Future of Work, Employability and Digital Skills
This interim summary identifies 50 key insights for the next decade on this critical topic. These open foresight findings are based on the results of 20 workshops and 150 interviews with over 400 informed experts from across academia, business and government conduced in the last 12 months. These were primarily across Europe, but also include views from US and SE Asia.
The varied discussions identified multiple key shifts that expected to have greatest impact over the next decade. The top 3 of these are seen as pivotal for society, for government, for employers and for future workers.
Building Digital Skills
Reinventing Roles
Developing Soft Skills
To build a richer, deeper view, we would very much welcome your feedback – especially on which shifts may deliver most benefit in the next ten years, and what is missing that ought to be included in the mix.
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
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 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.
In this Capgemini study the Digital Talent Gap is defined and the important questions answered; 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 the 'Digirati' developing digital skills?
Capgemini Consulting Digital Transformation Review No. 5Capgemini
Capgemini Consulting's digital transformation business journal looks at the digitization of operations, taking in robotics, 3D printing, and the second machine age, as well as opinion and insight from guest contributors including Neelie Kroes, Vice President of the European Commission. Read the full review to find out more or join the conversation on twitter #DTR5
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.
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.
We conducted a groundbreaking survey of the UK’s data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
Find out:
Why nearly a third of IT Directors feel their organisation uses data poorly
What the hybrid data manager of the future will look like
Why understanding customer behaviour remains the holy grail for so many
We conducted a ground-breaking survey of the UK’s data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
We conducted a survey of the UK's data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
Training Series Live!: Think Like a TechnologistApartments.com
In this edition of Training Series Live!, Lauren Curley, Marketing Director for Landmark Property Services, discussed how marketers today need to start thinking like technologists in order to build more effective marketing strategies.
By 2020 more than 7 billion people will be communicating and performing transactions over the web on over 35 billion devices. So how can companies effectively create a digital identity that promises security, ease and comfort for its customers? This study, sponsored by Oracle, assesses the role identity plays in the digital economy. Visit hub: http://bit.ly/1LKqXfN
Big Data; Big Potential: How to find the talent who can harness its powerLucas Group
Big Data is in its infancy but it holds great promise. The key to success is finding and keeping the talent with the skills necessary to obtain and analyze the data, ask the right questions, and present findings in a compelling fashion that makes sense for your organization.
Bentley University partnered with labor market analytics firm Burning Glass to uncover which skills employers are looking for, what that means for the future of certain jobs, and how educational institutions should be preparing the next generation of our workforce.
From 'Being Digital' to Becoming a 'Digital Being'Cognizant
While it’s true that digital transformation requires strong top-down leadership and impeccable technical skills, high-performing organizations must also go one step further: They need to acquire, nurture and retain the talent necessary to lead the charge.
Similar to The Implications of Digital Competency for Companies (20)
Brands not only don't have enough digital talent to market themselves effectively - they don't even know just how unprepared their teams are. Digital Chameleon's methodology assesses and addresses these skills gaps and unlocks the digital capabilities of teams.
Professional development in the sales and marketing arena has long been challenged by the absence of objective evaluation of results.
Traditional ‘training programs’ have, for the most part, failed to capture initiative-based progress and discrete outcomes. The advent of digital marketing channels has exacerbated this situation. New channels, technologies and consumer behaviours are emerging at such a rapid rate that traditional sales and marketing leaders are scrambling to keep pace with their own marketplaces. The first Digital Chameleon IQ Index uncovered three key dynamics shaping digital marketing learning.
Digital transformation of the enterprise - how to achieve digital literacy in...Digital Chameleon Learning
Is your team prepared for the future?
Digital Chameleon's leaders' guide to successful digital transformation of teams covers the paths companies typically take, and shares 5 key metrics that should be included in your digital literacy learning programs.
Despite a growing shift of resources and budget to the development of digital marketing strategy, platforms and channels, the actual skill levels to effectively manage and execute digital marketing programs are absent outside of digital teams.
The Digital IQ Index is Digital Chameleon's report on digital capabilities within media, marketing and agency industry in Australia.
Right at the top of the sceptical heap is the Board of Directors. You may have collated the necessary stats, analysed the opportunities and threats and identified the technologies that could transform how you do business. But all of this is for naught if you cannot convince the Board, for whom most of your arguments may be far outside their scope of experience.This is a communications challenge, not merely a strategic one.
So how do you persuade the board?
You’ve seen the future for your organisation and it's unquestionably digital. But then the questions start: Who goes on the journey? How do you lead them along? What direction? How fast? What’s the path? Is the journey the same for everyone throughout the business?
Embarking on a Digital Transformation (DT) strategy can seem daunting enough. But when you apply that strategy to large teams, the numerous complexities and variables can make the whole project appear just too exhausting a proposition to even bother taking the first step, let alone all those steps that must inevitably follow if it is to succeed.
So how do you bring your team on the journey?
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Implications of Digital Competency for Companies
1. LEADERSHIP IN A DIGITAL AGE
BUILDING A CASE FOR DIGITAL TRANSFORMATION
THE IMPLICATIONS OF
DIGITAL COMPETENCY
FOR COMPANIES
Unlocking digital capabilities in global companies
2. LEADERSHIP IN A DIGITAL AGE
BUILDING A CASE FOR DIGITAL TRANSFORMATION
WHAT ARE THE POTENTIAL EFFECTS OF POOR DIGITAL
COMPETENCY ON PRODUCTIVITY IN YOUR INDUSTRY?
“Only 22.8% of employees have the digital capabilities required of them
to achieve their business outcomes.”
Digital Chameleon – Survey of Learners, 2014
Most of you reading this will have already lived through one digital
revolution, greatly increasing business productivity and efficiency
with automated systems and digital processes.
As businesses increasingly move to cloud-based services, there
are further rapid and important changes taking place operationally
in the corporate world. But research from the US suggests that the
digital competency of employees is not keeping pace with these
changes.
A Harris Poll study from May 20141
found that only 10% of the US
digital workforce rate themselves
as ‘very proficient’ with the digital
tools they use to do their work.
“Training has not kept pace
with technology, and workers,
businesses and the entire
economy are paying the price.”
Meanwhile, a second digital revolution is transforming consumer
behaviour, as customers now expect a seamless, integrated and
connected experience with brands. This is driving a greater focus
on customer-centric “digital transformation” strategies.
But a study from Capgemini Consulting found that, while
companies see digital transformation as a competitive opportunity,
77% considered a lack of the necessary digital skills as the key
hurdle to achieving this transformation.2
We were keen to find out whether these alarming figures are
reflected on the ground. With that in mind we surveyed over 4000
senior strategists and training executives working predominantly
with large global organisations.
Participants were first referred to our own research from 2014,
which showed that only 22.8% of employees have the digital
capabilities required to achieve their business outcomes. Then we
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.
1
The Harris Poll: The Digital Skills Gap, Harris Interactive Inc., (May 14, 2014)
2
Capgemini Consulting, “The Digital Talent Gap: Developing Skills for Today’s
Digital Organizations”
3. LEADERSHIP IN A DIGITAL AGE
BUILDING A CASE FOR DIGITAL TRANSFORMATION
Key Survey Insights
Question 1
Is just 22.8% of staff being digitally capable accurate for your industry?
Nearly half of respondents agreed there is a poor level of
digital competency among employees.
Just over 30% of respondents agreed with the figure of 22.8%.
“I believe this figure is accurate due to such a large organization trying to
keep all associates around the world at the same level technologically.”
Learning and Talent Development Specialist, Industrial (US)
“I can’t speak to the industry as a whole, but looking at my sales staff this is
fairly close. Of my thirty Sales Reps, there are eight I am fully confident can
sell digital media on their own.”
Director of Digital Sales, Marketing & Advertising, Media Industry (US)
A further 18% believed the number was even lower in their
industry:
“I’d say that 22.8% is generous. I’ve found very few brands have competent
and knowledgeable digital staff.”
Director of Digital Strategy & Social Media, Internet Industry (US)
The results highlighted the oil and energy industry as one of those
most seriously lagging in digital capability:
“It is lower for us. We are probably at 10%.”
Head Strategy & Marketing, Oil & Energy (Holland)
Just over half of the respondents believed that the number of
digitally capable employees in their industry was higher than
22.8%. However, many of these industries are based in the
technology/IT sector:
“I believe in our industry (technology), the teams have a better and higher
level of utilization of the digital platforms. I would say easily more than
40%. “
Director, Business Strategy & Marketing, Computer Hardware (Brazil)
4. LEADERSHIP IN A DIGITAL AGE
BUILDING A CASE FOR DIGITAL TRANSFORMATION
“Staff in IT sector industries tend to have a higher level of digital
competence than general business. They are technical graduates with net
native capabilities, working in a highly globalized multinational where
remote working and virtual networks of collaboration are the standard
operating environment.“
European Marketing Manager, Information Technology and Services , IT
Industry (Europe)
However, previous research has revealed that people often
overestimate their abilities, and that it is only possible to determine
the actual level of knowledge through skills-based assessments.
In one instance, employees of a global brand estimated their
ability for a particular discipline to be 7 out of 10 on average. Yet,
when Digital Chameleon conducted a global skills assessment on
behalf of the client, the true average was revealed to be just 4.
Based on this, it’s reasonable to assume that actual levels of
digital competence may be even lower than this survey shows.
Question 2
What are the consequences of poor digital competency?
Low productivity, inefficiency, and missed opportunities
are the key consequences of poor digital competency
Nearly 40% of respondents consider inefficiency and low
productivity to be the main consequences of poor digital
competency.
“Insufficient digital competency affects efficiency and quality of results.”
Senior Leader Marketing & Sales, Medical Device Industry (US)
Some respondents
were specific about
what these inefficiencies
mean:
“Interference with job
performance, inability
to access necessary files,
inability to upload and send
necessary files…”
Learning and Talent
Development Specialist-
Industrial (US)
“The main consequence is poor performance, requiring somebody else to
review or double check the job of the ‘digitally impaired.’”
Project Manager, E-Learning Industry (US)
Inefficiency and low productivity are ‘bottom line’ consequences
of poor digital competency. Respondents also identified missed
opportunities and sales leads as another factor that potentially
affects the bottom line.
5. LEADERSHIP IN A DIGITAL AGE
BUILDING A CASE FOR DIGITAL TRANSFORMATION
“The consequences are easy to imagine in a world that is changing
frenetically around technology every day. Without understanding digital
strategies, many companies are losing a very important part of the market
and the opportunity to reach and engage with millions of potential users/
customers.”
Head of Digital Marketing, Internet Industry (Germany)
“Inability to get insights from customers and missing out on the
opportunity to address target audience opportunities to increase
engagement.”
Marketing Director, Latin America, Computer Networking (US)
Unsatisfied customers, lack of competitiveness, and
disengaged staff are also consequences of a shortfall in
digital capability
The remaining 38.6% of
respondents identified
two other main
consequences of the
digital competence gap:
unsatisfied customers and
lack of competitiveness—
both critical factors in
business performance and
profitability.
“It should be seen as a
competitive advantage. Or, if you prefer, not being efficient in this area
would result in loss of productivity….”
Head of Intranet Strategy & Internal Digital Media, Pharmaceuticals
(Europe)
With technology advancing at a rapid pace, some respondents
recognise the rapidly changing demands of customers. They
agree these trends can only be met by technologically-savvy
organisations that are capable of integrating digital strategy into
the customer experience. This means not only up to date internal
systems, but also well-trained staff capable of using digital
channels to engage customers:
“The customer expectation is 24x7 ‘always on’ engagement via social/
mobile/web commerce transaction models. Failure to meet the needs of
the digital buyer can result in declining revenue, loss of market share and
declining growth for organisations that are not transforming to the new
digital economy.”
Marketing Manager, Information Technology (Ireland)
The danger of losing customers and lagging behind competitors is
very real, according to many respondents:
“Poor digital competency means not keeping up with competitors …
customers are demanding greater digital functionality. “
Senior Analyst, Financial Services (UK)
“Poor digital competency in today’s competitive landscape simply means
losing. End of story. You cannot win without a top notch digital strategy and
capability.”
Senior Customer Development Analyst, Market Research (US)
Beyond this, digital competency was also seen to have an
“influence on employee engagement, satisfaction, and retention.”
One respondent pointed out that, unless you are technologically
‘with it’ as an organisation, you are not attractive to, or ‘competitive’
for, prospective talent in the employment market. And this may
cause employees (as well as customers) to drift away:
6. LEADERSHIP IN A DIGITAL AGE
BUILDING A CASE FOR DIGITAL TRANSFORMATION
“Inability to be effective and competitive, both from customer and
employee acquisition and retention perspective. This applies equally to
staff, leaders, and companies overall.”
Information Technology & Digital Marketing Leader, IT Services (US)
Many of the major consequences mentioned above were
summarised effectively by this respondent from the oil and
energy industry:
“Poor digital competency is leading to several items within the resources/
energy industry: Loss of productivity (both from a personnel and
equipment perspective); lost or missed opportunities for production
improvements and resource utilization; and most importantly, a decrease
in competitiveness...The decrease in competitiveness is both from the
perspective of the competition and also in a company not able to hire the
best and brightest because they are interested in, and want to interact
with, technologies.”
Executive, Growth Strategy, Oil & Energy (US)
Question 3
Are a multinational’s learning requirements different from a local
company?
A multinational company’s learning requirements are
very different to that of a local company.
An overwhelming 83.1% of respondents believe that a
multinational’s learning requirements are different to those
of a local company.
Of those who responded with YES, they stated the following
differences:
The main differences in learning requirements are
cultural, linguistic and stylistic
Of the 83.1%, almost half stated that culture and language are the
biggest difference in requirements.
“Definitely yes. Language issue, global platform. Necessity to provide
(and constantly update) training materials and in several languages.
Also to create a communication adapted to different cultures or way
of doing things.”
Co founder & General Manager, Professional Training & Coaching (France)
7. LEADERSHIP IN A DIGITAL AGE
BUILDING A CASE FOR DIGITAL TRANSFORMATION
“If a multinational chooses to have their software in English in all their
offices around the world, an employee that would not normally speak
English in a non-English speaking country will be forced to be digitally-
proficient and language-proficient. Thus the language effect may affect
their digital proficiency.”
Project Manager SAP Training & Facilitator, E-Learning (US)
Some respondents pointed out that it isn’t only the multinational
nature of an organisation that changes the learning requirements;
the nature of the market affects this too:
“I think learning
requirements change
with each market. The
definition of digital
competency also
changes depending on
the digital maturity of
the market in which a
company operates. Thus
for a multinational it is
imperative to localize
the learning process for different markets. “
Strategy Consultant – IT Management Consulting (India)
The delivery style of education also changes according to the
nature of the company in question:
“It depends on the business, if it’s a start-up and a lean one...then their
learning requirements will be more aggressive”
Head Capability Development, Financial Services (India)
While there are some similarities and common requirements
whatever the size of the enterprise, the larger training budgets
available to multinational corporations make it possible to use a
wide variety of learning delivery tools not commonly available to
local companies:
“All companies have common and
discrete learning needs based
on their markets /solutions /
customer profile needs. This is true
for multinationals and local firms.
In global corporations you will see
bigger budgets for training, skills
updating and continuous learning
programs. More education is
delivered virtually and more self-
paced learning opportunities may
be made available to staff.”
Marketing Manager, Information
Technology (Ireland)
Obviously many multinational companies have a highly
dispersed workforce spread around the world, so virtual learning
opportunities make a lot of sense.
Other key differences exist in the scale of learning
required, as well as standardisation & communication
requirements
Around 12.5% of respondents believe that, while the learning
requirements are fundamentally the same, the question of scale
means multinationals have different requirements to local firms.
8. LEADERSHIP IN A DIGITAL AGE
BUILDING A CASE FOR DIGITAL TRANSFORMATION
“As to whether it impacts us differently than small and midsize companies,
I would say pragmatically probably not. But because of the scale at which
we operate the consequences to the bottom line can be valued as discretely
higher.”
Senior Director, Digital Innovation, Consumer Goods (US)
“The ways in which larger firms need to learn and adapt will manifest
themselves differently just based on scale.”
Senior Customer Development Analyst, Market Research (US)
However, it was also observed that some large local companies
have significant learning requirements themselves – in which case
the difference is not as great.
Other respondents
pointed out that, in
multinationals, there
is also a general
requirement for
“standardised learning”
that is not always
necessary in smaller,
local organisations. They
also mentioned that the
budget, communication
and “collaboration
capacity” is often greater in larger organisations, enhancing
the possibilities for employing better learning platforms in the
education process:
“Obviously, the larger international companies have vastly more capital
and can afford to build or buy the capability needed to perform efficiently.
Smaller, local companies may not have that budget, but they’re still
going to employ some sort of off-the-shelf technology or even build a
rudimentary database just to help manage the information that flows
throughout our projects.”
Indirect Procurement & Client Management Executive - Logistics and
Supply Chain (US)
SUMMARY
The competitive advantage: stepping up to the challenge
of digital competency
Many organisations are now facing the major challenge of a ‘digital
capability gap’, largely because training has generally not kept
pace with the rate of change of technology and is not aligned to a
company’s digital strategy.
This has led to the pessimism demonstrated in these survey
results. Some of the consequences of a poor level of digital
competency include lack of efficiency in the workplace, a potential
customer ‘drain’ to businesses that are more digitally competent,
and a lack of competitiveness in the eyes of both customers and
employees. This can only have a negative outcome for a business.
While this is affecting organisations of all sizes, the stakes
for a multinational are greater than for local firms. But larger
organisations may also have the resources to turn things around
more readily than their smaller competitors.
The organisations that thrive in the years ahead will be those that
not only embrace technology by upgrading their systems and
processes, but also invest in their employee’s capability to derive
the maximum productivity out of these systems.
9. LEADERSHIP IN A DIGITAL AGE
BUILDING A CASE FOR DIGITAL TRANSFORMATION
The most significant repercussion of the digital skills competency
gap is how it dramatically opens up another even more
consequential gap—that between a brand and its own customers.
Consumers increasingly engage with brands in the digital
dimension. Perceptions around brands are being formed around
the digital user experience, whether in websites, social media
sites, chat rooms or forums. Consumer research, conversations,
opinions and even purchases are taking place more often in the
digital dimension than the physical one.
To conclude, the key
question for businesses
today is simply this:
Is your organisation
adequately preparing
your own staff to
operate confidently
and effectively in this
rapidly expanding digital
landscape? If not—
why?
Not everyone in your business needs to be a digital expert, but
everyone needs an understanding of the tools and concepts
related to their roles.
Digital Chameleon unlocks digital capabilities in large
organisations by establishing digital competence requirements,
assessing the Digital IQ of teams, and designing learning
programs that bridge the gaps and align with business objectives.
The result is that everyone has the necessary skills to make your
digital transformation strategy a success.
CONTACT US TODAY
Patty Keegan, Managing Director
patty@digitalchameleon.net
Mobile +61 (0)411 752 591
www.digitalchameleon.net
4 Daydream St, Warriewood NSW 2102, Australia
Unlocking digital capabilities in global companies