New technology solutions are enabling organizations that want to take a closer look at how they address workplace diversity, equity, and inclusion opportunities and challenges. Using these tools may also create new considerations requiring ethical decision-making and actions. Even before social justice protests drew the world’s attention in the summer of 2020, business leaders understood the case for diversity, equity, and inclusion (DEI).
Since 2017, the number of skills required for a single job have increased by 10% every year, as a result of constant digital disruptions. However, Gartner surveys of CIOs and CEOs suggest there isn’t enough digital talent to support the increase in need.
Today’s data scientists need more than proficiency in AI and Python. Organizations are looking for specialists who also feel at home in the C-suite. Credit: Maksym Yemelyanov via Adobe Stock The Bureau of Labor Statistics lists jobs in data science in the top 15 fastest growing occupations with projected 31 percent job growth  over the next 10 years.
Software engineering leaders are keen to hire talent with an already developed skill set, but it’s increasingly difficult to find people with advanced software developer skills who can work on modern cloud architectures and digital initiatives. “To overcome the developer skills shortage, software engineering leaders need to upskill and reskill their existing employees and new hires.
Automation technologies can offer considerable value to organizations, but only if they are implemented strategically, on a large scale, and in support of business goals. They also require the businesses using them to actively monitor performance and make adjustments over time.
Organizational demands for data and analytics (D&A) are growing, but many EA and TI leaders remain focused on data management programs that aren’t linked to business priorities. Instead, they should leverage their unique enterprise view to ensure that decision makers have the data they need to drive business outcomes.
Australian industrial organisations recognise data as a critical asset, but many are struggling to convert that potential to benefit their bottom line. Faced with the dual obstacle of changing choices and complex legacy systems, organisations fail to take action or else embrace piecemeal investment in technologies without clear direction.
In a year defined by shifts and surprises in every walk of life, online learning providers found themselves in a somewhat enviable position: at the center of a global discussion of their craft. While every organization learned lessons on agility in 2020, online learning found itself front and center, thrust into the spotlight overnight by the sharp spike in demand.
Before the COVID-19 pandemic, flexible work was a benefit that a lucky few employees, or especially innovative employers, had the luxury of experiencing. Yet within a year, lockdowns leaving little choice but to work from home has changed the way we think.
Firms should see loneliness as an organisational issue, not a personal one. Aside from being associated with an array of health problems, loneliness reduces work performance and creativity. It also turns employees into poor decision makers.
Remember the last time you tried to change your habits in a big way? Perhaps you made a vow to eat healthier, or to listen more actively during meetings. Whatever it was, whether you ultimately succeeded or succumbed to the force of old habits, you almost certainly struggled.
The rise of digital companies over the past 20 years has forced traditional players across industries to radically rethink their operating models—for greater speed, customer experience, and flexibility. Indeed, while incumbents are struggling with existing processes and technology to adapt their offerings and provide digital services, new digital players are able to quickly offer mobile-first services, which take a couple of minutes and a few clicks to, for example, open a bank account or set up home internet.
The disruptive shifts of 2020, including covid-19 shutdowns that led to millions of workers working remotely, forced organizations to radically rethink everything from worker well-being, business models and operations to investments in cloud-based collaboration and communication tools.
Over the past few years, change has accelerated in the workplace — especially during and in the post-COVID-19 environment. Change — whether motivated by technical initiatives or otherwise — can impact people and processes significantly, complicating how work gets done.
