A PWC 2017 Report states that by the year 2030, 30 percent of existing jobs in the UK will be at risk due to the changes in the work landscape caused by automation, AI and robotics. It looks like that the impact, will not just affect low-paid positions, it will also affect roles in the management and professions based on highly skilled workers. That jobs are evolving is not new. The transformation of work has always existed. We have moved from the skills to drive a four-in-hand carriage, to those needed to command a 50 feet semi-trailer truck, and now the driver may need yet another set of skills should the Tesla Semi, an all-electric Class 8 semi-trailer truck planned for production in 2019 become a reality. What is different is the speed at which those change is affecting entire sectors. As Nick de Leon, the head of service design at The Royal College of Art writes in the recent edition of Touchpoint Magazine:

"The time is nearing when your boss will be an algorithm, your colleague a robot and your appeal to the HR department will be mediated through a chatbot."

The implications are massive. Insecurity at work can be more damaging than actual unemployment. There is an emerging recognition that a systematic approach to these dramatic changes in the workplace is needed. Organizations need to prepare to help their employees to adjust, change and keep up with the fast-moving environment. Of course, there is always the fear of downsizing, but with the correct plan in place, new methods and tools, brand-new positions can be filled without letting people go. Companies need to help people realize and fulfill their own potential.

One of the key elements needed for this transformation is the ability to understand skills. Current skills and future capabilities must be planned in the context of a continually shifting economy. This is true for any organization as well as individuals. The foundation, though, is the individual. Organizations that fail to recognize the human and economic costs they take on by not understanding skills will struggle to evolve and adapt. The ability to adapt and adapt quickly is the key to success in today's world.

"Well-educated, well-networked, multilingual and self-determined" - this describes the young people that are now the front of the workforce. They value personal growth that aligns with their aspirations. Personal growth is based on an understanding of existing skills, the target skills (skills they want to develop) and the skills that connect the individual to desired positions. These are positions that lead to personal empowerment.

So how can organizations help their employees achieve their goals and still maintain strategic direction? They need to help their people develop and put to work the skills they will need in the future. What about the automation, AI and robotics? Providing the most relevant opportunities, training, leadership and support for individuals could convert energy into growth for all concerned.

Ibbaka offers tools that are critical to the processes described above. Without a proper assessment of the skills at a company and individual level, there is no way to correctly align the strategic direction with the ability to deliver on projects that company may wish to pursue. And it is not just a way of putting together a list of skills. At the core of what we do lies a desire to help people to fulfill their dreams of working on projects that are best suited to their skill sets. We look at Associated, Complementary and Connecting skills to suggest, advice and uncover potential. People have many skills that are hidden. Asking the right questions is the start.

What skills do I currently have?
What skills does employer need?
What skills are in demand in the wider market?
Where are the gaps?
Where are my skills and my employer's needs converging?
What skills align with my personal growth?
What skills does my employer need to support the strategic direction for the company?

Getting alignment between the individual and the employer is a win for both.

Many organizations are going through Digital Transformation, a process of radical change resulting in new directions. Executing on this is not easy. According to McKinsey, one-third of such transformation programs fail. To help with the process, McKinsey created a five-step strategy: set strategic objectives, assess current capabilities, build an implementation model and sustain momentum through continuous improvement. This is precisely how Ibbaka can help - evaluating current capabilities as well as offering insights into the implementation model. Talk to us, set up a demo and start looking at the skills from a new perspective.