The document discusses the importance of digital fluency as a key driver for workforce transformation in the context of digital business models. It highlights how organizations can cultivate digital fluency through agile practices, data-driven decision-making, and design thinking, emphasizing the need for continuous upskilling. Examples such as Ramen Ryū illustrate the practical application of these concepts to enhance customer engagement and organizational resilience.

1. Upskilling the Evolving Workforce
with Digital Fluency for
Tomorrow's Challenges

2. What do you think is at the core of
digital transformation today?

3. Transformative power of
digital fluency

4. Large-Scale
Organizational Upskilling

5. Transformation Of
Value Creation
Opportunities

6. Digital fluency drives
workforce transformation for
new digital business models

7. What does
Digital Fluency
mean to you? (A) Being
proficient in
using a variety
of software
programs and
applications
(B) The ability
to adapt and
integrate digital
tools to
achieve
specific goals
(C) Keeping
up-to-date with
the latest tech
trends and
gadgets
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8. Digital Fluency - The Bridge
for Digital Transformation
It's not just about using digital
tools ('the how’);
It's about discerning their
strategic value and purpose in
driving business outcomes ('the
crucial why').

9. Digital fluency
means leveraging
Generative AI not
just for content but
strategically to
unlock innovative
business
opportunities.

10. Digital fluency is
a transformative
mindset for
engaging with
our digital world.

11. Digitally fluent organizations are …
2020 Global Digital Fluency Study | Accenture
https://www.accenture.com/us-en/insights/consulting/honing-digital-edge

12. How can leaders cultivate digital fluency
in the workforce's daily activities?

13. Agility
Data
Innovation

15. Customer Obsession

17. Using agility and precise data insights, Amazon
identified and addressed customer needs, targeting
the real-world issue of long checkout lines.

18. Amazon Go's US closures highlight the essential
need for continuous adaptation in the digital age.

19. Regardless of size or
context, integrating
agility, data, and
innovation is key to
crafting a unique
value proposition for
any business.

21. Ramen Ryū faced
dwindling sales due to
its disconnect with the
tech-savvy younger
generation, despite its
authentic flavors.

22. Miko, a digital consultant
and loyal customer of
Ramen Ryū, identified
the shop's challenges
and offered her
expertise to bridge the
digital gap.

23. Ramen Ryu's initial
hesitance was
overcome by adopting
agile principles, starting
with trend-based, time-
limited menus refined
by customer feedback.

24. A QR feedback system
was introduced at
Ramen Ryū, revealing
trends like rising
vegetarian demand
and preference for
spicier broths.

25. Workshops at Ramen
Ryū fostered a
customer-centric
mindset. Despite initial
challenges, the team
aligned to enhance
the customer journey,
seeing the value in
this new approach.

26. Ramen Ryū combined
authenticity with modern
innovation, regaining trust
and standing out in the
competitive market.

27. The Power
of Synergy

28. WHAT
WHO?
HOW?

29. Identify team members
who need core digital
skills and explore ways
to foster their digital
fluency and
collaborative problem-
solving.

30. Elevating Digital Proficiency In All Roles

31. Agility in business
mirrors a flock of birds,
adapting seamlessly in
the sky.
It's not just speed but
coordination, purpose,
and adaptability that
define true business
agility.

32. Doing Agile or Being Agile
A. Reading a recipe vs. Cooking
a meal.
B. Buying a gym membership vs.
Regularly exercising.
C. All of the above.

33. ‘Doing agile’ is adopting
an iterative method to
deliver value and adapt
to change continuously.

34. Agile tools like Jira or Trello
aid in breaking down tasks
for incremental problem-
solving.
While common in tech, agile
methods extend beyond
software development.

35. Using agile, the HR team
streamlines recruitment
with ongoing feedback,
enhancing efficiency and
candidate experience
across domains.

36. ‘Being agile’ is adopting
a deep-seated mindset,
where agility informs
both our decisions and
identity.

37. Like a jazz musician
improvising effortlessly,
being agile means
intuitively adapting to
ever-changing rhythms
and scenarios.

38. In business, 'being agile' means instinctively pivoting
strategies or products in response to changes,
embodying agility in every choice to deliver value.

40. Align data with business
goals and use analytics
tools to uncover the story
behind the numbers.

41. Cultivate a culture where
everyone, from CEO to
executive, seeks data
before deciding.

42. Data-driven decision-
making is a continuous
cycle, refining strategies
with real-time insights to
enhance agility.

43. Design Thinking centers on addressing
genuine customer needs, shifting from mere
methodologies to ingraining a human-focused
perspective.

44. Design Thinking starts with empathy, delving deep
into users' experiences to understand their needs,
emotions, motivations, and challenges.

45. Prototyping guides us through the unpredictable
digital landscape, emphasizing visualization,
iteration, and bringing ideas to life.

46. Design Thinking
thrives on diverse
perspectives,
emphasizing the
need for cross-
functional teams
and collaborative
thinking.

47. The Power of Synergy
Combining agile,
data insights, and
design thinking
empowers teams to
deliver innovative
and adaptive
solutions in the
digital age.

48. Digital fluency streamlines communication
across roles, ensuring specific, efficient requests
that boost team productivity and collaboration.

49. Digital fluency streamlines communication
across roles, ensuring specific, efficient requests
that boost team productivity and collaboration.
“Can we use
dynamic content that
changes based on
user behavior?”

50. Digital fluency streamlines communication
across roles, ensuring specific, efficient requests
that boost team productivity and collaboration.
“Can we have a
dashboard that
visually represents
order status for easier
tracking?”

51. Equipping our team with digital skills today
ensures our organization's resilience in
tomorrow's tech evolution.

52. Embedding continuous learning in our culture
positions the organization to evolve and stay
ahead in a changing world.

53. Barriers to Organizational Upskilling

54. What is the primary
challenge your
organization faces
regarding workforce
upskilling?
(A) Lack of Time (B) Resistance to Change
(C) Mismatch of Skills
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(D) Lack of Leadership Support

55. Resistance to Change

56. Leverage peer-led
sessions to showcase
real-world benefits,
ensuring smoother
transitions and
fostering growth.

57. Time Constraints for Learning

58. Microlearning offers short,
targeted sessions for easy
integration into daily
routines, making upskilling
accessible without
hindering primary tasks.

59. Lack of Understanding of Digital Relevance

60. Use workshops to
illustrate digital tool
benefits, promoting
digital fluency
among teams.

61. Navigating
Organizational
Upskilling with a
Structured Approach

62. ✓ Blended Learning
✓ Real-World Application

63. Learning in the workflow

64. To foster agility, the company
integrates training directly into daily
workflows instead of lengthy sessions.

65. Departments share "Agile
Insights" weekly, focusing
on practical applications.

66. Departments reconvene weekly to
discuss wins and learnings from
integrating agile practices and
embedding agility into their core roles.

67. Practice-Based
Learning

68. A data analytics team
integrates new visualization
learning into their workday,
enhancing reports while
upskilling.

69. Mastering digital fluency is essential
for all kinds of organizations,
empowering every employee in the
digital transformation journey.