Month: June 2021

Manager of tomorrow: 3 skills to adapt to the managerial revolution

 

Companies are changing. Like the world around us, organizations are evolving and with it, the teams that make them up. To guide these transitions, managers are the ones who will take the first steps towards change. New work methods, project management, and new cultures require the adoption of a 3.0 management style that adapts to the new needs of employees, and also responds to the upcoming challenges. So how can we transform our management so that everyone invests in the common good and achieves their objectives?

There is no ideal organizational model. When we talk about transformation, we may tend to believe that there is an ideal to be reached and that it is enough to meet the challenges of major transformations for them to be “completed”. But in a world that is constantly and rapidly evolving, transformation is never finished, it is renewed.  Today, all major transformations ultimately depend on the ability of individuals and organizations to adapt, to evolve serenely in an uncertain world, and to react to the unexpected. Management is a pillar for supporting business transformations, because they are driven by teams. The challenge for management in 2021 is to guide change.

Towards a management 3.0

Companies are facing new challenges: hybridization of work, digital and cultural transformation, renewal of skills and talents, to only name a few. The context of the pandemic has transformed our management methods towards more agile methods and requiring more autonomy. Added to this is the arrival of the younger generations, called millennials, which implies, for example, a review of management methods. 

According to a study by the recruitment site Monster.fr carried out in 2020 with the Yougov institute, at the end of May 2020, 19% of 18-34 year olds said they did not need meaning in their jobs, whereas at the end of 2020, only 4% shared this view. 

In search of meaning, millenials are therefore no longer just looking for compensation, but rather a sense of purpose. It will be important for these new recruits to understand how, at their own level, they participate in the company’s collective adventure. These new generations of employees are also looking for feedback and encouragement. In exchange for their involvement, it is important to be thanked and congratulated regularly.

The term management 3.0 was coined by Jurgen Appelo, a writer and lecturer, who works on leadership issues. Today, a manager is a leader. This means that they use their power of conviction to lead people towards their objectives. This concept describes all the methods of agile management: the manager-leader gives meaning to the employees, rather than giving them directives. 

Management 3.0 would be an agile management type, based on a sharing contract. More linear, horizontal and collaborative, it would increase the autonomy of each person, and would be more empowering for employees. For the smooth running of organizations, it is essential for managers to develop certain skills, which will enable them to better understand the needs and expectations of employees, and to get closer to the role of coach. To do this, managers must learn to better manage their emotions, but also those of their teams. So, what skills should a manager develop today to reinvent his management and better support employees in the future?  

Management 3.0

Active listening

Knowing how to listen is an essential professional skill for any good manager. Sincerely listening to one’s employees has important consequences on the overall efficiency of the team, both individually and collectively, but also on the quality of inter-colleague relations. So what is active listening? First of all, it’s about clearing your head to make room only for the information that your interlocutor communicates to you. Without thinking about what you are going to answer, you let the other person finish what they are saying. To draw the best conclusions from what your interlocutor communicates, you should not think about what you are going to say next. You let the speaker finish what he or she is saying, and only decide what to think about it once it is over. You can ask questions, show that you are attentive and constructive to what the person you are talking to is telling you. By developing your listening skills, you will truly understand the needs of your teams, and be able to respond effectively to their expectations. 

Discover the course on Counselling

Managing conflicts at work 

Within the company, we are in daily contact with each other and this can lead to conflicts. Indeed, in all human groups, tensions can occur and it is up to the manager to take charge of these conflictual situations in order to transform them into an opportunity to improve relations. Because it is by building together that we reach a satisfactory solution, managing conflicts is a crucial aspect of management. Between conflicts of objectives; conflicts of strategy or methods; conflicts of interests or needs; and conflicts of values, dealing with these tense situations requires very specific listening skills, particularly in order to resolve them. Even if the conflict often appears in a brutal way, it almost always presents signals beforehand, which one must learn to identify in order to manage them as soon as possible. As a manager, you must not only learn to identify situations of tension – which can lead to a rupture – but also learn to prevent conflicts between employees by instilling the right practices and behaviors. 

Discover more on Managing conflicts at Work

Leadership

The company is first and foremost made up of people, each of whom will have different behaviors. The adoption of new processes and the smooth running of certain projects can be encouraged – or not – by the employees and their behaviors. Thus, the organization is influenced by the personalities that make it up, and the manager’s mission is to unite these pluralities of behaviors around the achievement of common objectives. To guide transformations, leadership is a key skill because it allows one to learn how to respond to the needs of individuals and to understand the behaviors of each person, in order to better guide them. Getting teams involved in projects and enabling them to achieve their objectives requires a climate of trust, which can be fostered by the social influence of the manager, who knows how to communicate with the various individuals who make up the company. To go from manager to leader, you don’t necessarily need to have a strong personality, but above all you need to be aware that leadership is about motivating people. 

Learn more on Evolving from manager to leader

Of course, there is no ideal organizational model. However, well-managed teams can make all the difference in creating the optimal conditions for collectively achieving business goals. According to a Gallup study, organizations that manage to personally involve employees in their missions achieve very good annual results. For example, a 10% improvement in the connection between employees and their organization’s mission or goal leads to an 8.1% decrease in turnover and a 4.4% increase in profitability. And finally, managers themselves want to be better trained to improve their job performance. According to a TalentSoft study, during the pandemic, 44.5% of public sector managers requested training for themselves, and that’s good! Managers, in their role as leaders, set an example and encourage employees to learn, so that they can continue to perform well in the long term, despite the unforeseen events that the future holds.

Coorpacademy announces a partnership with 7-Shapes to learn the main principles of Lean Management

 

7-Shapes, through its 7-Shapes School offer, the 1st interactive training offer in Lean Management, 100% online and accessible to all, and Coorpacademy, an EdTech start-up offering intelligent learning experience platforms to more than one million learners, announce a partnership to train employees in Lean Management.

Lean Management is a work organization philosophy based on collective intelligence and aimed at improving a company’s performance. Invented by Toyota in the 1970s, this philosophy has led to the creation of numerous methods and tools that offer many advantages: elimination of non-value added, reduction of excessive inventories, improvement of deadlines, quality, and greater agility thanks to the involvement of all employees.

While most of the world’s large corporations have a Lean approach (also called Continuous Improvement or Operational Excellence), the training and application of Lean Management remain complex to organize. Indeed, traditional Lean training courses are often face-to-face, time-consuming and costly, and most of the time they are only aimed at managers and engineers. However, one of the foundations for the success of an operational excellence approach is that it be carried by all employees. 7-Shapes takes up this challenge by making Lean Management training available to everyone!

7-Shapes School offers a practical, fun and engaging solution to Lean Management training, whatever the learners’ level. The learning paths are composed of modules that are unlocked as the learner progresses. For the theory part of Lean, the 7-Shapes School includes motion design videos, interactive lessons and quizzes. But the specificity of the 7-Shapes School lies in its challenges and mini-games, exercises based on an interactive business simulation. These exercises allow the learner to put his knowledge into practice and encourage him to take action in the field, on a daily basis.

In order to train all employees in Lean in a fun and efficient way, Coorpacademy offers with 7-Shapes to integrate these interactive training simulations on Lean Management, directly on the learning platforms of its customers. This new option, in the form of an add-on, enriches the “Premium Content Hub” offer with high added value for the increase in competence of all the employees and the development of their employability.

In addition to this, Coorpacademy will enrich its content catalog by proposing two courses co-edited with 7-Shapes to understand the history of Lean Management and to learn the basic concepts of operational excellence.

About Coorpacademy

Founded in 2013, Coorpacademy is a European startup member of the EdTech France association, specialized in innovative and scalable digital learning solutions. Based in Paris and in Lausanne at the Swiss EdTech Collider of the Swiss Federal Institute of Technology (EPFL), Coorpacademy is at the heart of research on new learning methods. With its platform, Coorpacademy accompanies the transformation of companies by engaging their collaborators, partners and customers in their rise in skills. To unleash this desire and desire to learn, Coorpacademy has developed a proprietary Saas platform based on innovative pedagogical engineering supported by the EPFL innovation laboratories and exclusive content focused on soft skills. The result: a more fun, flexible and collaborative learning experience, focused on the learner.

About 7-Shapes 

7-Shapes is a training start-up founded in 2017 that creates and publishes 7-Shapes School, a performance training course offering based on a business simulation, a fun and operational way to effectively learn the principles and tools of Lean Management, Agility and Supply Chain.

7-Shapes offers its courses in the form of licenses that can be used by consultants, trainers or Lean managers to train all company employees.  Many schools also use the 7-Shapes School to train their students. Most of the 7-Shapes courses also lead to hybrid training courses that can be certified and are eligible for CPF, OPCO, FNE, regional funding, etc. More than 5000 people have already trained with 7-Shapes School and the satisfaction rate of the solution on the CPF is 4.86/5.

Learn and work at the same time or when training is just a click away

 

If like 91% of French and European HR managers, you consider skills development to be a strategic lever for the company, then this article should interest you. This figure is one of the four basic trends identified in the CEGOS 2020 European barometer “Transformation, skills and learning“, which questioned 1783 employees and 254 Human Resources Directors or Managers / Training Directors or Managers (HRD/HRM/HRM) all working in private sector companies with 50 employees or more. 

Businesses are facing new challenges, transformations of all kinds, tensions, uncertain futures, and to face this evolving context, the competencies’ development is a key subject that allows the growth of organizational and individual resilience within the company. In the same study, 88% of the companies surveyed adapted their training offer during the health crisis, and 75% of the levers activated by HRDs to face the impact of digital transformations were based on skills development.

To foster skills development, we need to focus on learning, which in turn relies on training that must be continuous, accessible, and above all, integrated with the applications and tools already existing in the organization. This is the new paradigm that is shaking up training and the HR function: Learning in the flow of work. 

Training integrated into employees’ work life

In his article “A New Paradigm For Corporate Training: Learning In The Flow of Work“, Josh Bersin describes this model for Deloitte. Companies are implementing solutions to support continuous learning, but the entry point to training is quick and easy access to the learning tool. As J. Bersin points out in his report for Deloitte, an employee will spend only 1% of a working day learning new skills. By integrating a training solution directly into the work tools, employees will be able to devote more time to their learning and thus develop their skills much more effectively. 

With a short format, personalized content, and a learner-centric learning experience, training is transformed. Learning in the flow of work allows you to learn whenever you need to, at any time of the day. It is when faced with a difficulty, being able to train in a few minutes to overcome this obstacle. You’ve probably already found yourself not knowing something, looking for the answer to a question you’re asking yourself, right? Your first reflex is to “Google” your question? This is already a first step towards Learning in the flow of work as you learn at the very moment you need it. 

With learning in the flow of work, you are only one click away from accessing training content, most often in the form of microlearning (course formats reduced to a few minutes). For example, on the Coorpacademy platform, our 5-minute learnings allow you to understand a subject very quickly and without interrupting your work. If you need to understand the stakes of 5G, what is SCRUM, or develop your agility in a few minutes, to meet an immediate need, learning in the flow of work is an adequate answer. Directly integrated into your organization’s productivity spaces, you can, in record time, immerse yourself in a subject that may have seemed complex at first. Learning while working also means better retention of information, because not only do we really need it when we learn it, but we also put into action what we have learned, in a short period. By making these tools available to employees, the company creates an agile culture and develops reflexes, so that training is a real tool for change. 

What revolutionizes learning in the flow of work is temporality. While traditional training requires the mobilization of a specific time, even when it is done remotely, this new paradigm revolutionizes our learning time by integrating it into our professional life. It all lies in its name: it is integrated into our workflow and becomes an integral part of the daily life of the employee, the learner, the individual in general, as they progress in their daily tasks. Training time adapts to the learner and not the other way around, the content comes directly to them, i.e. at work.

Learning in the flow of work also means promoting agility, an essential skill to develop in a constantly changing world. Better adapted to the challenges of tomorrow, but also employees’ needs, this model improves employee’s experience, who no longer perceives training as an imposed time, but rather as their initiative to nourish their curiosity and to upskill. By integrating training into employees’ workflows, we also make the learner an actor of their learning path. With more involved, engaged, and interested learners, the impact of training increases and influences employee satisfaction, and ultimately the overall productivity of the organization. 

In short, learning in the flow of work means integrating digital learning content and an engaging learning experience directly into the employee’s work environment. In other words, it means integrating the functionalities of a training platform into professional software, accessible to employees at any time. For training to become natural, access to online training must be simplified, allowing an increase in usage. Without interrupting the work in progress, learning in the workflow is a revolution that not only trains employees in the essential skills of tomorrow but also provides them with the skills they need for today. 

But then, how do you integrate learning into the employee’s work environment? Learning in the flow of work requires the integration of tools within human resources management information systems (HRIS) and software that accompany and manage the learning paths of employees, the LMS (Learning Management System). To find out more, don’t miss our next articles on how to make training just a click away.

New skills available on the Coorpacademy catalog!

 

Coorpacademy’s catalog is being renewed to better meet the training expectations of tomorrow. In a constantly evolving environment, it is necessary to know how to train continuously. To do so, it is crucial to identify the essential skills to be acquired. As mentioned in our article on the 10 key skills to be developed by 2025, identified by the World Economic Forum in its Future of Jobs 2020 report, training is essential to prepare companies and employees for the challenges that will disrupt them, and to anticipate the major transformations to come. While we already cover 100% of the skills identified by the World Economic Forum, we are investing in new skills for the future, such as sustainable thinking!

Therefore, we are glad to enrich our training catalog with 3 new skills. The ones that we, and the World Economic Forum, believe will shape the future of work in the years to come. In order to better accompany you in the training of your employees, in your upskilling or simply to feed your curiosity, discover the new skills to be developed on Coorpacademy:

Adaptability and Resilience

Showing adaptation and resilience is crucial in all circumstances. We can never say it enough, being prepared for the unexpected is essential to remain efficient and not to be destabilized by the obstacles we encounter. For companies, developing a culture of adaptability and resilience allows them to prepare for the unexpected, paradoxically. 2020 has shown that the unexpected is often confusing, which is why you should learn how to react to such situations, and do so before the next event.

Sustainable thinking 

The next (r)evolution will be ecological and to prepare for it, we are adding the competence entitled “sustainable thinking” in the Coorpacademy catalog. The ecological transformation of companies involves numerous stakes and the changes it implies must be thought sustainably, in order to conceive an organization that would take into account its whole ecosystem (economic, social and environmental) to build a sustainable model. To begin the acculturation to these vital subjects, we’re adding the sustainable thinking competence to the Coorpacademy catalog!

Learning to learn 

Because learning is not always easy, between notification and lack of concentration, we think it is important to go back to the basics: learning to learn. This is the theme of the new skill added to the Coorpacademy catalog. Rediscover the mechanism of your brain, to better understand the way it processes information and thus learn more efficiently. As we evolve in an uncertain world, learning to learn is essential to develop your adaptability and respond rapidly to the transformations of your profession. Become a learning ace with this new skill available on Coorpacademy! 

By enriching the Coorpacademy catalog with new skills, we enable companies to promote their transformation(s).  To ensure a successful digital transition, discover the 3 main skills to acquire:

Digital transformation: what if it is not over? Discover the top 3 skills for a successful transition

To discover in detail the new skills available in the Coorpacademy catalog, click here.

Learn by listening : Cybercafé, the first podcast to learn everything about the Web

 

Coorpacademy, an EdTech startup offering smart learning experience platforms to one million learners, is launching Cybercafé: a series of 5-minute podcasts in 5 episodes to learn about the great history of the Web.

With over 135,000 educational podcasts produced in 2020, the audio format is booming. The productions are increasing, the audience is growing with 90 million listenings per month and the engagement rates are very good: 93% of people listen to podcasts in their entirety or almost. 

Coorpacademy innovates by launching an audiolearning series of 5 episodes to better understand the Web and thus develop digital skills, to accompany the training of employees and more broadly, the digital transformation of companies. 

Cybercafé is a discussion between Yann and Lya. Every morning, Yann takes his coffee with his virtual assistant. He shares his questions about the vast world of the Web while Lya corrects him, informs him, and gives him information on a multitude of digital-related topics. 

With this format, which is conducive to storytelling and arouses emotions, Coorpacademy relies on the audio to allow the learner to be truly immersed in the world of Yann and Lya, as Laurence Mijoin-Duroche, in charge of pedagogical innovation at Coorpacademy explains: 

“Digital culture is a strong axis of Coorpacademy’s catalog. This is why we chose audio to tell the story of the Web. The audio format offers us plenty of possibilities, especially with storytelling, sound design, and sound staging, which engages the learner and optimizes concentration.”

Because there are many ways of learning, Coorpacademy integrates audiolearning into its training catalog and optimizes its global digital learning offer. Learning through various learning formats allows better retention of information, as well as a more diverse content proposal, to adapt to all uses. The audio format is accessible everywhere, practical for the learner, and offers a multitude of creation tools, to always better accompany training in companies. 

 

Training in the midst of transformation: a look at the impact of the pandemic

 

This Wednesday, June 16 at 6:30 pm, Jean-Marc Tassetto, co-founder and CEO of Coorpacademy, will participate in a roundtable discussion on the impact of the pandemic on the EdTech sector in France. During this round table, co-founders and investors of leading companies in this sector will discuss their vision of the future of education following this pandemic that has disrupted the uses. In anticipation of these discussions, discover this article that set the context of post-COVID digital learning.

Educational technologies, commonly referred to as EdTech, represent digital solutions that are revolutionizing the learning experience, through mobile apps, learning platforms, and other mediums. 2020 has redrawn the contours of learning, adapting to the exceptional measures that have been imposed on us, and thus shaping new uses. To say that learning is changing is an understatement. It is transforming.

We have been told for months: stay home! And for the better good. However, this measure raises a major question: how can we ensure that continuous learning is maintained if we are individually isolated at home? To address this issue, we had to implement solutions and take full advantage of the tools at our disposal. Thus, the use of new technologies, which was already obvious for some, has become indispensable for all. Both for educational institutions, which had to organize themselves to guarantee access to education and for companies, which had to reorganize teams and introduce remote working measures, while ensuring remote team training. The use of digital technology has therefore become vital to meet the challenges created by the pandemic and to ensure the smooth running of organizations despite the constraints of this unprecedented context.

The first lockdown allowed the French population to integrate the new digital uses more permanently and intensely. For institutions, distance learning has been adopted very quickly and for companies, between remote working and online training, the use of digital technology has made considerable progress. We are moving towards an era of digitalized training, where digital tools feed the learner’s experience and reinforce the pedagogy. Farewell to the traditional face-to-face courses and the dusty e-learning: they are reinvented to offer a digital learning experience that better adapts to individuals, their learning styles, their educational content consumption habits, and their life rhythms.

To constantly improve the learning experience and adapt to the world in which we evolve, it is necessary to rethink educational formats and ways of delivering information. It is certain that our attention spans are impacted by the use of digital technology, especially with social networks and the culture of immediacy. Accelerated by the COVID19, the use of digital has increased, shaping new habits, which are the beginnings that will shape the of the future of education and training in companies.

To learn more about this future, don’t miss the roundtable discussion on June 16 at 6:30 p.m. organized by Speedinvest, which will feature the leaders of the EdTech sector in France: 

Jean-Marc Tassetto, co-founder & CEO of Coorpacademy
Pierre Dubuc co-founder & CEO of OpenClassrooms
Charles Gras co-founder of Simbel
Benoit Wirz partners at Brighteye Ventures

Register for free to the round table by clicking here.

Outstanding recovery: OECD forecasts for 2021

 

The OECD (Organisation for Economic Co-operation and Development) published its 2021 World Economic Outlook and confirmed the exceptional nature of this recovery with unexpected forecasts. The OECD forecasts a 5,8% increase in world GDP, which is 0.2% more than the March estimation. 

2020 has not been without difficulties for the world economy, which has shrunk by 3.5% following the crisis we are experiencing. Activity slowed, offices emptied and time stood still as people shut down. Following an unprecedented year, an extraordinary recovery is expected this year. Laurence Boone, the chief economist of the OECD, announces that “if vaccination accelerates and people spend the money they have saved, the growth could be even stronger” and she adds: “it is the highest figure since 1973”.

Nevertheless, the recovery will not be homogeneous and although most advanced economies are expected to return to their GDP levels by the end of 2022, countries like Argentina are expected to wait more than 5 years. As noted earlier, countries that have rapidly vaccinated their populations against COVID19 and can control infections have better conditions for economic recovery. Resumption will be exceptional if countries demonstrate effective and broad vaccination programs and public health policies. 

Workers, who have also been affected by this crisis, will experience a special recovery. As the crisis has affected the labor market, inequalities among workers have increased. The OECD states that the share of skilled jobs increased in almost all 38 OECD countries during the pandemic, at the expense of others. The more or less high level of public aid for workers, companies, or certain sectors such as tourism will allow a real revival of activity and will explain the relatively important strength of the economic recovery of the different countries. One of the main challenges is to protect the incomes of the low-skilled workers and to improve training programs and access to the labor market. Training is a key tool to ensure that this recovery is beneficial to the greatest number of people. HR functions will have to do everything possible to meet the qualification needs of the most vulnerable employees and thus enable them to ensure their employability in a world affected by the crisis. 

The growth outlook has improved considerably, but it is not guaranteed for all companies. To take advantage of the opportunities created by the anticipated remarkable resumption, we need to make it possible and create its foundations now. After more than a year of living and working differently, companies and employees finally have a clearer goal, a less vague future, although still uncertain. We can look forward to the future, but we need to start preparing now because the resumption will not wait. To seize the opportunity of this renewed growth, organizations will have to rethink their management style and accompany their employees in this return to “normal”. 

As life slowly returns to normal around us, we must ask ourselves what effects the crisis has had on our behavior and motivation. The crisis has had a major impact on employees, especially with the widespread use of remote work. Reorganization issues are numerous and decisive for companies’ future, and we must prepare for them now. In order not to miss the resumption and to prepare your employees for the challenges it brings, training is essential. The HR function plays a crucial role because it can provide employees with the necessary resources to take over in the best conditions and to understand the issues they encounter.

To discover Coorpacademy’s courses:

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Digital transformation: what if it is not over? Discover the top 3 skills for a successful transition

 

Following the pandemic, one out of three companies in France stated that they increased their budget dedicated to digital transformation, according to a study released by Twilio on companies’ digital transformation and their customer engagement strategies. Affected by the COVID-19 crisis, digital transformation is now more than ever a priority for organizations if they want to develop serenely and be ready for the future, even more uncertain than today. Although it is not the only lever for organizations’ transformation, it has a lasting impact on behavior and shapes new processes, as it profoundly changes our habits.

Omnipresent both in our personal lives and in our professional environment, digital tools are growing at a rapid pace, sometimes much more rapidly than their uses. Here lies the complexity of digital transformation: how to integrate and adopt innovative but constantly evolving tools?

As the pandemic taught us, it is essential to prepare for major upheavals before they occur, so as not to be caught short. In 2025, a revolution will disrupt the job market. The digital aspect of companies will be decisive in the face of new challenges. Projections made by the World Economic Forum’s “Future of Jobs” 2020 report allow us to define which best practices to adopt and the skills to develop.

What is digital transformation in 2021?

Cloud, e-commerce, social networks, Zoom or data, blockchain, automation: you already know digital tools. Digital transformation is the process of integrating these technologies into all the company’s activities to improve its performance. Transitioning to digital also involves adaptation to new uses, for example, those of new consumers, which are rapidly developing.

Many think digital transformation resumes to implementing digital processes in the company, but how can we ensure they are understood and anchored in behaviors? Guiding the digital transformation is mainly leading the employees on the handling and understanding of these digital tools. Involving collaborators in change management and improving their ability to adapt is key for any major transformation to be successful. Indeed, when facing changes, agility and adaptation are fundamental qualities. This is where the HR function is decisive to drive their organization’s digital transformation.

How to become a digital employee?

The “Future of Jobs” 2020 edition report published by the World Economic Forum highlights this: the trend has been towards digitalization for several years and it is now a top priority for companies. The Twilio survey states that globally, 97% of business leaders believe the pandemic has sped up the digital transformation of their organization. It’s a fact: businesses are not done with digitalization.

The interest of companies to invest in data encryption recently emerged. Indeed, digitalization also comes with its risks, and preventing them is an essential step to complete this transition to digital tools.

The Future of Jobs report reveals a list of 10 key skills to develop for 2025, which you can find here. In this list, 3 skills are crucial for the digital transformation of organizations. As stated before, this transformation is essentially about the employees who compose it, or rather, their ability to adapt to it.

As the survey shows, companies plan to restructure their workforce in response to new technologies. What are the 3 key skills to guide the digital transformation of companies and employees?

N°1 Technology use, monitoring, and control

Digital tools can sometimes be complex to get used to, especially when they change our habits. The WEF survey results show that skill shortages in the local labor market and the inability to attract the right talents remain among the top barriers to technology adoption.

It is crucial to learn how to use new digital technologies and understand how they work, to earn their tangible benefits. Lacking this ability, the adoption of new technologies is slower, globally affecting the speed at which an organization transforms.

Some skills that come with digital transformation, often very technical, are so-called “hard skills” that require a computer or very specific, scientific knowledge. In concrete terms, if we all use and take advantage of the disposable technologies, then we are collectively developing towards a more digital and agile company. Training can also focus on soft skills, to promote agility and adaptation, and becoming more resilient while facing unexpected changes! As an example, cybersecurity, a digital challenge that concerns not only engineers, or big data, which is also part of the digital revolution, if the entire company knows how to benefit from it.

To better understand the scale of the digital revolution, learn to anticipate the tomorrow’s world :

Preparing for tomorrow’s world

Develop your agility:

Adopt an agile mindset

N° 2 Technology design and programming

The WEF report figures that executives face challenges while recruiting talent that specializes in AI, machine learning, software development, and applications. To enable a company to take full advantage of the potential that new technologies bring, we must set them up first.

By 2025, the digitalization of organizations will speed up and the availability of new digital tools will increase. To drive this transformation, technology design and programming skills will gain value. It’s mathematical. If you decide to use more tools, you also need to increase the number of people needed to implement them. And as technology expands and becomes more sophisticated, it also becomes more complex to design.

However, companies should not fall into the following trap: thinking that digital transformation solely relies on the recruitment of technology design and programming profiles. As previously mentioned, the real challenge lies in the general understanding of these technologies by all employees, to move towards a global, concrete, and collective change. To instill this idea of change, acculturation of the organization’s key players is the first step. Digital acculturation means understanding the issues it engenders and better transmitting them to all the collaborators. Beyond this first stage, digital dexterity plays a crucial role. It refers to the employees’ desire and ability to take on existing and emerging technologies to improve their performance. A collective attitude motivated by a genuine desire to understand makes all the difference as it allows employees to take the measure of the changes digital transition implies.

To start acculturation to digital tools:

AI and cognitive technologies

N°3 Resilience, stress tolerance, and flexibility

Resilience, stress tolerance, and flexibility are essential “soft” skills to help people understand new tools.

New technologies, and any change generally, can be perceived as an obstacle for employees. Therefore resilience, i.e. the ability of a person or a group to project themselves into the future and to evolve despite difficulties, is crucial to digital transformation. These difficulties are also a source of concern but will be easily overcome if employees learn to develop a good tolerance for stress and unexpected situations.

To develop resilience and succeed in overcoming individual or collective obstacles: 

Resilience

Digital learning, the primary tool for digital transformation?

Data from the report’s survey shows the importance of training to face the future of the job market. Indeed, mastering key competencies will allow collaborators to be more productive in the long term. To address this issue, employers investigate employees’ training, and it’s already going digital! The number of employers offering digital learning opportunities to their employees will increase fivefold by 2025, according to the survey. Although companies say that by then, the in-house department will deliver 39% of training, e-learning platforms will still supplement it for 16% of training. Digital training is therefore constantly growing and ensuring employees’ skills development.

The digital transformation of companies also involves the digitalization of training, accessible to as many people as possible, adapted to each, and engaging for all. To quote the economist Klaus Schwab, founder and executive chair of the WEF: “the same technological disruption that is transforming jobs can also provide the key to creating them – and help us gain new skills”. The tools are at our disposal, it’s just up to us to use them intelligently so we can unleash the human potential already present in our organizations.

Unlock the human potential of your business:

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