Share on LinkedIn
Share

Building the digital transformation talent pool

Kenny MacIver — May 2016

Organizations need to actively shape the skillsets and partnerships required to support the age of disruptive innovation, says Dr Joseph Reger, CTO for Fujitsu in EMEIA.

Research into attitudes to digital transformation shows that the vast majority of CEOs — between 80% and 90% — believe they must commit their organizations to addressing the new digitally driven market dynamics. But, observes Dr Joseph Reger, CTO for EMEIA at global ICT company Fujitsu, as they embark on such transformations, only 10% of those business leaders think that they currently have the right people in place to implement these changes.

“There is huge skills gap,” says Reger, “so any digital transformation project needs to start with a strong component of skills planning.” However, organizations can’t afford to put such projects on hold while they build up that new digital skills base.

“When the business is disrupted through digital transformation, it requires flexibility because the old rules around skills and organizational structures simply don’t hold.”

“There is no time to wait until all the skills are onboard,” he says. In any case, demand is outstripping supply to such an extent that all the desired skills simply can’t be accessed. “Essentially there is no possibility to acquire them in the market because everybody is after those rare skills.”

However, it would be naïve of senior executives to believe that digital natives exclusively populate this new digital workforce, says Reger. “There is a misconception in the market that digital transformation is essentially a process that requires young people and young people only.”

Business leaders are never going to be able to create the new skills mix if they rely on such thinking, he says. “It is about flexibility and changing skills, not about age. When the business is disrupted through digital transformation, it requires flexibility because the old rules that more experience is more useful than anything else simply doesn’t hold.” New partnership agendaThat means the process of digital transformation will inevitably trigger organizational changes too, with a rethink of how projects are delivered through a matrix of internal and partners with the appropriate digital capabilities.

Reger outlines the scope of the new skills ecosystem: “You need to have the visionary aspect and to know where you’re heading. Naturally, you need to have the technologists who can implement that very quickly. But you also need to have departmental managers who can define the value chain [for the new business models and activities], see how gaps can be filled via strategic partnerships and how a platform can be built that allows everyone to participate.  So a diverse set of skills needs to be represented in the digital transformation team.”

Dr Joseph Reger will be delivering a keynote address on artificial intelligence at Fujitsu Fourm 2016 in Munich, 16 and 17 November

  • Photography: Enno Kapitza
First published
May 2016
Share on LinkedIn
Share
Dr. Joseph Reger profile picture
About: Dr. Joseph Reger
A theoretical physicist-turned-technology visionary, Dr Joseph Reger is a Fujitsu Fellow and the CTO for the ICT company in EMEIA. Drawing on business and research expertise from around the globe, he plays a key role in guiding digital strategy for both Fujitsu and its customers.

Your choice regarding cookies on this site

Our website uses cookies for analytical purposes and to give you the best possible experience.

Click on Accept to agree or Preferences to view and choose your cookie settings.

This site uses cookies to store information on your computer.

Some cookies are necessary in order to deliver the best user experience while others provide analytics or allow retargeting in order to display advertisements that are relevant to you.

For a full list of our cookies and how we use them, please visit our Cookie Policy


Essential Cookies

These cookies enable the website to function to the best of its ability and provide the best user experience for you. They can still be disabled via your browser settings.


Analytical Cookies

We use analytical cookies such as those used by Google Analytics to give us information about the way our users interact with i-cio.com - this helps us to make improvements to the site to enhance your experience.

For a full list of analytical cookies and how we use them, visit our Cookie Policy


Social Media Cookies

We use cookies that track visits from social media platforms such as Facebook and LinkedIn - these cookies allow us to re-target users with relevant advertisements from i-cio.com.

For a full list of social media cookies and how we use them, visit our Cookie Policy