By SL Vaessler – As the Fourth Industrial Revolution unfolds, it offers the impetus for rapid reform—without these reforms we will not be able to ensure that the benefits of modern technologies are distributed widely. At the same time, it also offers a unique set of tools that can scale and accelerate reform and spread new opportunities more rapidly than at any point in history.
Customers, already used to interacting with the tech firm, embrace those aggregation platforms, making them a best?of? breed and more agile alternative to the traditional full?service banking model.
Manufacturing technologies have seen revolutionary changes over the last century. Various manufacturing strategies, including mass production, lean manufacturing, flexible manufacturing, agile manufacturing, reconfigurable manufacturing, predictive manufacturing, cyber manufacturing and mass customization, have been introduced to drastically improve productivity, quality, cost and variety. These strategies are realized mostly by enabling technologies such as the Internet of Things, advanced sensors, industrial big data, adaptive machine learning, cyber physical systems, etc.
Crises no longer come up one after another, they develop side by side,without leaving us the time to take the necessary step back to assess the impacts and limit risks. Crises are everywhere – geopolitical, ecological, health, political, and of course economic, and are now here for the long run.
In order to avoid this division between employees, now more than ever behavioral skills such as influence, the ability to simplify complex situations, resolving complex problems and emotional intelligence must be developed. Cognitive skills like creativity, mathematical reasoning, critical thinking etc. will also be sought after.
Workforce training and skill requirements will also need to change in response to disruptive technological development. Future workforce development and training must keep pace with the technology adoption rate. It is likely that operating future manufacturing factories will require different skill sets than those of the current workforce.
Since we ourselves can no longer be as complex as our environment, how do we simplify our company and make it more agile?Developing people and giving them a future.
Agility in the fourth industrial revolution depends on employees’ employability. Maintaining employability is a strategic matter and absolutely urgent when faced with the severity and speed of change.
To prevent a worst-case scenario—technological change accompanied by talent shortages, mass unemployment and growing inequality—reskilling and upskilling of today’s workers will be critical. While much has been said about the need for reform in basic education, it is simply not possible to weather the current technological revolution by waiting for the next generation’s workforce to become better prepared. Instead it is critical that businesses take an active role in supporting their current workforces through re-training, that individuals take a proactive approach to their own lifelong learning and that governments create the enabling environment, rapidly and creatively, to assist these efforts.
Business collaboration within industries to create larger pools of skilled talent will become indispensable, as will multi-sector skilling partnerships that leverage the very same collaborative models that underpin many of the technology-driven business changes underway today.
Preparing for these disruptions and new opportunities, while address current challenges will require broad reforms and agile, iterative public-private collaboration efforts.