When driving to the office, Marie, CIO of a large bank in France, often has this quote from Bill Gates on her mind: "We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next 10. Don't let yourself be lulled into inaction."
This morning the thought is particularly persistent. Her company has recently embarked on a digital transformation program and she has been looking to recruit employees with different skill sets in areas such as artificial intelligence (AI), cybersecurity and the Internet of Things (IoT).
CIOs seeking to master the dynamics of leadership, culture and people during the next 10 years should go to the extreme and be daring
Marie knows that the secret to digital is analog. She also knows that her organization cannot unlock the business value of technology without people. "Like Marie, no one will escape the impact of social developments, digital business, consumer behaviors and emerging technologies," says De'Onn Griffin, research director at Gartner.
The digital component of most jobs will accelerate, putting an emphasis on workforce digital dexterity — that is, the ability and desire to use new and existing technologies for better business outcomes.
We, as individuals, will increasingly gravitate toward work and organizations that accelerate "We Working" — a work philosophy that depends on ensembles of autonomous and high-performing teams fulfilling critical outcomes.
The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn and relearn
Work will revolve around portfolios of diversified roles and skills performed in teams that dynamically resize and reform.
"CIOs and business leaders must anticipate how trends in business, society, technology and information will converge to change where, when, why and with whom we will work in a digital business," says Griffin. "However, there are two remaining challenges that CIOs need to control to achieve greater business and personal success."
CIO challenge No. 1
In 2018, teams form as loosely federated groups of people, pulled together in an ad hoc fashion or by reporting structure. "In this situation, teaming is recognized more as a behavioral competency (such as team spirit and collaboration) than as a legitimate organizational principle," says Griffin.
In 2028, the complexity and scale of business objectives will require the involvement and orchestration of brainpower and expertise across organizational boundaries and borders in ways more intricate than today. "We Working" will take the concept of teaming and industrialize it, removing the casualness and converting it into a source of excellence.
Upskilling and employee digital dexterity will outweigh tenure and experience
"In 2018, we need fewer people managers, as many of the management tasks such as collecting data, supervising actions and ensuring compliance are completed by algorithms or robobosses," she adds. "People managers are focusing their time on people-related activities that require intuition, empathy and interpersonal communication."