Is It Fintech Or Techfin? (Part 1)

Chris Skinner

In conversations with bankers and startups, it is clear that there they have differing views of the world. It is not as clear-cut as “nimble innovator versus dinosaur incumbent,” which is how many portray the chasm, but there is a radical difference in thinking, perhaps best summed up by a banker’s recent comment to me: “surely this is Techfin rather than Fintech.”

I thought about what he meant and realized that this is the subtle difference between the innovator and the incumbent. An innovator thinks of this as Fintech: taking financial processes and applying technology. Incumbents think of this as Techfin: taking technology to work with financial processes. This difference in thinking, although subtle, does create a very different thought process and output in the way technology is used. So I thought I would delve a little deeper, as this is a key to seeing how the world differs between the innovators and incumbents.

First, the startup Fintech firm. This firm looks at the world through the eyes of a technologist. This means that the start point is technology. Apps, APIs, analytics, and more are the foundations of their thinking. Open source, open operations, open thinking are at the heart of their culture. Embracing diversity and working globally without reference offices or structure are the tools of their skillset. And a mentor, an angel, and an investor are the base capital requirements to get them started.

This startup begins by thinking about how technology could transform financial processes. This means that they take something that exists – loans, savings, investments, payments, trading, and more – and think about how they could reinvent these processes. Peer-to-peer (P2P) lending is a good example. When Zopa started in business in April 2005, they told me about their business model and it sounded weird, to be honest. “We’re an eBay for loans,” they told me. “You give us your money and we lend it out on your behalf. You get better interest on your money than you would with a savings company, and people pay less for their loans,” they continued. “Want to invest £10,000?”

No way, as it sounded crazy. An untested, unproven business that would take my investment and manage the risk of lending that investment to borrowers? An eBay for loans? That’s startup thinking. A decade later, that startup is taking over £1.2 billion in funds from over 53,000 consumers to lend at the most competitive rates in the UK. In fact, the startup P2P model is so popular that it’s been copied worldwide. The US is one of the fastest growing markets – over $8 billion has been loaned, doubling year-on-year. It is why Lending Club had one of the hottest IPOs of 2014 followed up by SoFi receiving over $1 billion investment in its latest funding round.

These are significant numbers, but nowhere near as significant as the forecasts by banks like Goldman Sachs and Morgan Stanley. Goldman Sachs predicts that almost $11 billion of bank profits from lending will move to the new startup social economy by 2020 – about 5% of the current market – while Morgan Stanley estimates that global marketplace lending should reach $290 billion by 2020, with a CAGR (compound annual growth rate) of 51% from 2014-2020, and China and America the two largest markets.

Base Case: Global marketplace lending can reach $290 billion by 2020, with expected CAGR of 51% from 2014-2020.
Base Case: Global marketplace lending can reach $290 billion by 2020, with expected CAGR of 51% from 2014-2020.

And this is the key to the innovators’ Fintech thinking: How can we take an existing market with a middleman and replace the middleman with a technology intermediary? That is what Bitcoin is focused upon – replacing the bank with the Internet for value transfer; it is what new trading schemes like T0.com focus on – replacing the stock market with the blockchain; and it is what firms like TransferWise and Currency Cloud believe – replace FX markets with P2P connectivity to enable money to move.

There are many more examples. The rapidly growing and disruptive Fintech scene is hot because it is all about using technology to transform financial processes. The incumbent thinking of the Techfin is very different.

Thanks to the Internet, mobile technology and soon the Internet of things, people, places, organisations and objects are linked together like never before. Learn more about The Hyperconnected Economy and how that’s changing how we work and connect.

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About Chris Skinner

Mr. Skinner is chairman of the Financial Services Club, CEO of Balatro Ltd. and comments on the financial markets through his blog the Finanser. He can be reached at Chris.Skinner@BalatroLtd.com

Retailers Discover Machine Learning Sells More Fashions Customers Love

Susan Galer

Thanks to social media, everyone from middle school children to seasoned clotheshorses can see what celebrities and other opinion leaders are wearing, challenging retailers to keep up with fast-changing trends.

Cue machine learning, allowing fashion retailers to immediately get a handle on the colors and styles that are selling when demand is peaking, and before it’s too late to bring it into stores. During our onsite video conversation, Hannah Vogt, Knowledge Management for SAP Leonardo Machine Learning Foundation at SAP, showed me an example at the recent SAP TechEd Barcelona event.

“Advanced machine learning capabilities allow the computer to interpret what a store manager is looking for, and instantaneously pulls together all the information from a company’s ERP systems in a way that humans couldn’t accomplish all alone,” said Vogt. “The manager doesn’t have to use transaction codes or any kind of computer-speak to obtain the data needed.”

Machine learning helps retailers bring fashions into stores when consumer demand is peaking

Faster time to market

Using machine learning, managers could in seconds find out what colors are trending in Paris, and likely to cross the ocean to the United States, staying one step ahead of increasingly fickle and demanding fashion consumers.

“Managers can react faster to match trends, triggering production to adjust inventory in stores that’s more in synch with up-to-the-minute fashions,” said Vogt. “There’s no time to lose in the current market, and you have to move faster than the competition in order to survive.”

Intelligence empowers shoppers

Analysts at Forrester Research predict intelligent agents will directly influence 10 percent of purchase decisions this year alone. That figure is certain to rise over time as machines get smarter and collect more information about market likes and dislikes, based on everything from what opinion leaders are wearing, to which fashions are flying off the racks in any location. Retailers able to capture these insights faster than the competition will emerge strongest. In the lightning-fast fashion world, one thing is certain – machine learning is here to stay.

Follow me: @smgaler

For more on this topic, see How Today’s Technology Is Shaping Retail’s Future.

This article originally appeared on SAP News Center.

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How To Enrich The Customer Experience Using Internet Of Things

Tom Raftery

It’s hard to overstate the value of delivering an excellent customer experience. For many customers, a huge majority of the buying experience is based on how they feel they are being treated. Some would even pay more for a better customer experience.

Considering the proven value of loyal customers and the high cost of acquiring new ones, it only makes sense to keep them happy. The Internet of Things (IoT) can help.

With hundreds of millions of interconnected devices, appliances, wearable technologies, processes, and systems, the IoT offers the opportunity to tap into new data sources and glean new insights. In an increasingly competitive marketplace, the chance to use these nuggets to improve the customer experience can be a real differentiator.

Innovate using IoT insights

IoT-based insights can help you communicate more effectively with customers, better understand their needs or desires, and make personalized offers that quell frustration and reward loyalty. Logistics companies can use sensor data to notify customers when a package will arrive. Contextual information – such as how consumers click through a website or walk through a store – can tell retailers what attracts and repels potential buyers. And many hospitality and entertainment firms use wearable technologies such as wristbands to monitor waiting times and offer discounts to related activities.

But as IoT data becomes more varied and widely available, winning enterprises will take these basic applications to the next level. Coupons issued by pharmacies and grocery stores are common in most parts of the world. But what if a business collected data from a consumer’s smart device or wearable and used it to respond to an urgent medical issue?

For example, a pharmacy could use machine learning algorithms to recognize when a customer’s blood sugar levels drop. With real-time data from the wearable device, the pharmacist could contact the patient’s physician or give advice about how to adjust the next insulin injection.

Rapid insight and response can also provide opportunities to improve the overall customer journey. Imagine an airline that recognizes a flight delay and instantly offers frustrated travelers free Wi-Fi service on the flight itself. Or a coffee shop at the train station that texts nearby commuters with an offer to prepare their favorite beverage. By proactively reaching out to people in a personalized way, organizations can demonstrate how much they value their customers.

Don’t overstep privacy boundaries

Be mindful, however, of customer perceptions and preferences. People who’ve opted in will likely welcome these initiatives, as long as they believe their personally identifiable information is protected.

Companies that work within the scope of established loyalty programs should succeed. Sending communications to people through an app they downloaded is effective and appropriate, especially for up-sell opportunities. Offering a voucher for a free coffee to customers who have purchased a service is fair game.

However, tracking and communicating with people without their permission or express interest can seem creepy, and may ultimately backfire. Instead of improving the customer experience, these unwelcome advances can brand you as a Big Brother–type organization that people want to avoid.

To learn how leading experts expect the IoT to affect the customer journey, read our e-book.

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Tom Raftery

About Tom Raftery

Tom Raftery is Vice President and Global Evangelist for the Internet of Things at SAP. Previously, Tom worked as an independent analyst focusing on the Internet of Things, energy, and clean technology. Tom has a very strong background in social media, is the former co-founder of a software firm, and is co-founder and director of hyper energy-efficient data center Cork Internet eXchange. More recently, Tom worked as an industry analyst for RedMonk, leading the GreenMonk practice for seven years.

Why Strategic Plans Need Multiple Futures

By Dan Wellers, Kai Goerlich, and Stephanie Overby , Kai Goerlich and Stephanie Overby

When members of Lowe’s Innovation Labs first began talking with the home improvement retailer’s senior executives about how disruptive technologies would affect the future, the presentations were well received but nothing stuck.

“We’d give a really great presentation and everyone would say, ‘Great job,’ but nothing would really happen,” says Amanda Manna, head of narratives and partnerships for the lab.

The team realized that it needed to ditch the PowerPoints and try something radical. The team’s leader, Kyle Nel, is a behavioral scientist by training. He knows people are wired to receive new information best through stories. Sharing far-future concepts through narrative, he surmised, could unlock hidden potential to drive meaningful change.

So Nel hired science fiction writers to pen the future in comic book format, with characters and a narrative arc revealed pane by pane.

The first storyline, written several years before Oculus Rift became a household name, told the tale of a couple envisioning their kitchen renovation using virtual reality headsets. The comic might have been fun and fanciful, but its intent was deadly serious. It was a vision of a future in which Lowe’s might solve one of its long-standing struggles: the approximately US$70 billion left on the table when people are unable to start a home improvement project because they can’t envision what it will look like.

When the lab presented leaders with the first comic, “it was like a light bulb went on,” says Manna. “Not only did they immediately understand the value of the concept, they were convinced that if we didn’t build it, someone else would.”

Today, Lowe’s customers in select stores can use the HoloRoom How To virtual reality tool to learn basic DIY skills in an interactive and immersive environment.

Other comics followed and were greeted with similar enthusiasm—and investment, where possible. One tells the story of robots that help customers navigate stores. That comic spawned the LoweBot, which roamed the aisles of several Lowe’s stores during a pilot program in California and is being evaluated to determine next steps.

And the comic about tools that can be 3D-printed in space? Last year, Lowe’s partnered with Made in Space, which specializes in making 3D printers that can operate in zero gravity, to install the first commercial 3D printer in the International Space Station, where it was used to make tools and parts for astronauts.

The comics are the result of sending writers out on an open-ended assignment, armed with trends, market research, and other input, to envision what home improvement planning might look like in the future or what the experience of shopping will be in 10 years. The writers come back with several potential story ideas in a given area and work collaboratively with lab team members to refine it over time.

The process of working with writers and business partners to develop the comics helps the future strategy team at Lowe’s, working under chief development officer Richard D. Maltsbarger, to inhabit that future. They can imagine how it might play out, what obstacles might surface, and what steps the company would need to take to bring that future to life.

Once the final vision hits the page, the lab team can clearly envision how to work backward to enable the innovation. Importantly, the narrative is shared not only within the company but also out in the world. It serves as a kind of “bat signal” to potential technology partners with capabilities that might be required to make it happen, says Manna. “It’s all part of our strategy for staking a claim in the future.”

Planning must become completely oriented toward—and sourced from—the future.

Companies like Lowe’s are realizing that standard ways of planning for the future won’t get them where they need to go. The problem with traditional strategic planning is that the approach, which dates back to the 1950s and has remained largely unchanged since then, is based on the company’s existing mission, resources, core competencies, and competitors.

Yet the future rarely looks like the past. What’s more, digital technology is now driving change at exponential rates. Companies must be able to analyze and assess the potential impacts of the many variables at play, determine the possible futures they want to pursue, and develop the agility to pivot as conditions change along the way.

This is why planning must become completely oriented toward—and sourced from—the future, rather than from the past or the present. “Every winning strategy is based on a compelling insight, but most strategic planning originates in today’s marketplace, which means the resulting plans are constrained to incremental innovation,” says Bob Johansen, distinguished fellow at the Institute for the Future. “Most corporate strategists and CEOs are just inching their way to the future.” (Read more from Bob Johansen in the Thinkers story, “Fear Factor.”)

Inching forward won’t cut it anymore. Half of the S&P 500 organizations will be replaced over the next decade, according to research company Innosight. The reason? They can’t see the portfolio of possible futures, they can’t act on them, or both. Indeed, when SAP conducts future planning workshops with clients, we find that they usually struggle to look beyond current models and assumptions and lack clear ideas about how to work toward radically different futures.

Companies that want to increase their chances of long-term survival are incorporating three steps: envisioning, planning for, and executing on possible futures. And doing so all while the actual future is unfolding in expected and unexpected ways.

Those that pull it off are rewarded. A 2017 benchmarking report from the Strategic Foresight Research Network (SFRN) revealed that vigilant companies (those with the most mature processes for identifying, interpreting, and responding to factors that induce change) achieved 200% greater market capitalization growth and 33% higher profitability than the average, while the least mature companies experienced negative market-cap growth and had 44% lower profitability.

Looking Outside the Margins

“Most organizations lack sufficient capacity to detect, interpret, and act on the critically important but weak and ambiguous signals of fresh threats or new opportunities that emerge on the periphery of their usual business environment,” write George S. Day and Paul J. H. Schoemaker in their book Peripheral Vision.

But that’s exactly where effective future planning begins: examining what is happening outside the margins of day-to-day business as usual in order to peer into the future.

Business leaders who take this approach understand that despite the uncertainties of the future there are drivers of change that can be identified and studied and actions that can be taken to better prepare for—and influence—how events unfold.

That starts with developing foresight, typically a decade out. Ten years, most future planners agree, is the sweet spot. “It is far enough out that it gives you a bit more latitude to come up with a broader way to the future, allowing for disruption and innovation,” says Brian David Johnson, former chief futurist for Intel and current futurist in residence at Arizona State University’s Center for Science and the Imagination. “But you can still see the light from it.”

The process involves gathering information about the factors and forces—technological, business, sociological, and industry or ecosystem trends—that are effecting change to envision a range of potential impacts.

Seeing New Worlds

Intel, for example, looks beyond its own industry boundaries to envision possible future developments in adjacent businesses in the larger ecosystem it operates in. In 2008, the Intel Labs team, led by anthropologist Genevieve Bell, determined that the introduction of flexible glass displays would open up a whole new category of foldable consumer electronic devices.

To take advantage of that advance, Intel would need to be able to make silicon small enough to fit into some imagined device of the future. By the time glass manufacturer Corning unveiled its ultra-slim, flexible glass surface for mobile devices, laptops, televisions, and other displays of the future in 2012, Intel had already created design prototypes and kicked its development into higher gear. “Because we had done the future casting, we were already imagining how people might use flexible glass to create consumer devices,” says Johnson.

Because future planning relies so heavily on the quality of the input it receives, bringing in experts can elevate the practice. They can come from inside an organization, but the most influential insight may come from the outside and span a wide range of disciplines, says Steve Brown, a futurist, consultant, and CEO of BaldFuturist.com who worked for Intel Labs from 2007 to 2016.

Companies may look to sociologists or behaviorists who have insight into the needs and wants of people and how that influences their actions. Some organizations bring in an applied futurist, skilled at scanning many different forces and factors likely to coalesce in important ways (see Do You Need a Futurist?).

Do You Need a Futurist?

Most organizations need an outsider to help envision their future. Futurists are good at looking beyond the big picture to the biggest picture.

Business leaders who want to be better prepared for an uncertain and disruptive future will build future planning as a strategic capability into their organizations and create an organizational culture that embraces the approach. But working with credible futurists, at least in the beginning, can jump-start the process.

“The present can be so noisy and business leaders are so close to it that it’s helpful to provide a fresh outside-in point of view,” says veteran futurist Bob Johansen.

To put it simply, futurists like Johansen are good at connecting dots—lots of them. They look beyond the boundaries of a single company or even an industry, incorporating into their work social science, technical research, cultural movements, economic data, trends, and the input of other experts.

They can also factor in the cultural history of the specific company with whom they’re working, says Brian David Johnson, futurist in residence at Arizona State University’s Center for Science and the Imagination. “These large corporations have processes and procedures in place—typically for good reasons,” Johnson explains. “But all of those reasons have everything to do with the past and nothing to do with the future. Looking at that is important so you can understand the inertia that you need to overcome.”

One thing the best futurists will say they can’t do: predict the future. That’s not the point. “The future punishes certainty,” Johansen says, “but it rewards clarity.” The methods futurists employ are designed to trigger discussions and considerations of possibilities corporate leaders might not otherwise consider.

You don’t even necessarily have to buy into all the foresight that results, says Johansen. Many leaders don’t. “Every forecast is debatable,” Johansen says. “Foresight is a way to provoke insight, even if you don’t believe it. The value is in letting yourself be provoked.”

External expert input serves several purposes. It brings everyone up to a common level of knowledge. It can stimulate and shift the thinking of participants by introducing them to new information or ideas. And it can challenge the status quo by illustrating how people and organizations in different sectors are harnessing emerging trends.

The goal is not to come up with one definitive future but multiple possibilities—positive and negative—along with a list of the likely obstacles or accelerants that could surface on the road ahead. The result: increased clarity—rather than certainty—in the face of the unknown that enables business decision makers to execute and refine business plans and strategy over time.

Plotting the Steps Along the Way

Coming up with potential trends is an important first step in futuring, but even more critical is figuring out what steps need to be taken along the way: eight years from now, four years from now, two years from now, and now. Considerations include technologies to develop, infrastructure to deploy, talent to hire, partnerships to forge, and acquisitions to make. Without this vital step, says Brown, everybody goes back to their day jobs and the new thinking generated by future planning is wasted. To work, the future steps must be tangible, concrete, and actionable.

Organizations must build a roadmap for the desired future state that anticipates both developments and detours, complete with signals that will let them know if they’re headed in the right direction. Brown works with corporate leaders to set indicator flags to look out for on the way to the anticipated future. “If we see these flagged events occurring in the ecosystem, they help to confirm the strength of our hypothesis that a particular imagined future is likely to occur,” he explains.

For example, one of Brown’s clients envisioned two potential futures: one in which gestural interfaces took hold and another in which voice control dominated. The team set a flag to look out for early examples of the interfaces that emerged in areas such as home appliances and automobiles. “Once you saw not just Amazon Echo but also Google Home and other copycat speakers, it would increase your confidence that you were moving more towards a voice-first era rather than a gesture-first era,” Brown says. “It doesn’t mean that gesture won’t happen, but it’s less likely to be the predominant modality for communication.”

How to Keep Experiments from Being Stifled

Once organizations have a vision for the future, making it a reality requires testing ideas in the marketplace and then scaling them across the enterprise. “There’s a huge change piece involved,”
says Frank Diana, futurist and global consultant with Tata Consultancy Services, “and that’s the place where most
businesses will fall down.”

Many large firms have forgotten what it’s like to experiment in several new markets on a small scale to determine what will stick and what won’t, says René Rohrbeck, professor of strategy at the Aarhus School of Business and Social Sciences. Companies must be able to fail quickly, bring the lessons learned back in, adapt, and try again.

Lowe’s increases its chances of success by creating master narratives across a number of different areas at once, such as robotics, mixed-reality tools, on-demand manufacturing, sustainability, and startup acceleration. The lab maps components of each by expected timelines: short, medium, and long term. “From there, we’ll try to build as many of them as quickly as we can,” says Manna. “And we’re always looking for that next suite of things that we should be working on.” Along the way certain innovations, like the HoloRoom How-To, become developed enough to integrate into the larger business as part of the core strategy.

One way Lowe’s accelerates the process of deciding what is ready to scale is by being open about its nascent plans with the world. “In the past, Lowe’s would never talk about projects that weren’t at scale,” says Manna. Now the company is sharing its future plans with the media and, as a result, attracting partners that can jump-start their realization.

Seeing a Lowe’s comic about employee exoskeletons, for example, led Virginia Tech engineering professor Alan Asbeck to the retailer. He helped develop a prototype for a three-month pilot with stock employees at a Christiansburg, Virginia, store.

The high-tech suit makes it easier to move heavy objects. Employees trying out the suits are also fitted with an EEG headset that the lab incorporates into all its pilots to gauge unstated, subconscious reactions. That direct feedback on the user experience helps the company refine its innovations over time.

Make the Future Part of the Culture

Regardless of whether all the elements of its master narratives come to pass, Lowe’s has already accomplished something important: It has embedded future thinking into the culture of the company.

Companies like Lowe’s constantly scan the environment for meaningful economic, technology, and cultural changes that could impact its future assessments and plans. “They can regularly draw on future planning to answer challenges,” says Rohrbeck. “This intensive, ongoing, agile strategizing is only possible because they’ve done their homework up front and they keep it updated.”

It’s impossible to predict what’s going to happen in the future, but companies can help to shape it, says Manna of Lowe’s. “It’s really about painting a picture of a preferred future state that we can try to achieve while being flexible and capable of change as we learn things along the way.” D!


About the Authors

Dan Wellers is Global Lead, Digital Futures, at SAP.

Kai Goerlich is Chief Futurist at SAP’s Innovation Center Network.

Stephanie Overby is a Boston-based business and technology journalist.


Read more thought provoking articles in the latest issue of the Digitalist Magazine, Executive Quarterly.

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About Dan Wellers

Dan Wellers is founder and leader of Digital Futures at SAP, a strategic insights and thought leadership discipline that explores how digital technologies drive exponential change in business and society.

Kai Goerlich

About Kai Goerlich

Kai Goerlich is the Chief Futurist at SAP Innovation Center network His specialties include Competitive Intelligence, Market Intelligence, Corporate Foresight, Trends, Futuring and ideation. Share your thoughts with Kai on Twitter @KaiGoe.heif Futu

About Stephanie Overby

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Human Is The Next Big Thing

Traci Maddox

One of my favorite movies of 2016 was Hidden Figures. The main character, Katherine Johnson, and her team of colleagues had an interesting job title: Computer. Here’s what Katherine said about her job: “On any given day, I analyze the binomial levels of air displacement, friction, and velocity. And compute over 10 thousand calculations by cosine, square root, and lately analytic geometry. By hand.”

That was the 1960s. It was amazing work, but work that took hours to complete – and something an in-memory computer could do in a fraction of a second today.

Just as in-memory computing transformed calculating by hand (and made jobs like Katherine’s much easier), digital technologies are transforming the way we work today – and making our day-to-day activities more efficient.

What’s the real impact of technology in today’s workplace?

We are surrounded by technology, both at home and at work. Machine learning and robotics are making their way into everyday life and are affecting the way we expect to engage with technology at work. That has a big impact on organizations: If a machine can do a job safely and more efficiently, a company, nonprofit, or government – and its employees – will benefit. Digital technologies are becoming increasingly more feasible, affordable, and desirable. The challenge for organizations now is effectively merging human talent and digital business to harness new capabilities.

How will jobs change?

What does this mean for humans in the workplace? In a previous blog, Kerry Brown showed that as enterprises continue to learn, human/machine collaboration increases. People will direct technology and hand over work that can be done more efficiently by machine. Does that mean people will go away? No – but they will need to leverage different skills than they have today.

Although we don’t know exactly how jobs will change, one thing is for sure: Becoming more digitally proficient will help every employee stay relevant (and prepare them to move forward in their careers). Today’s workforce demographic complicates how people embrace technology – with up to five generations in the workforce, there is a wide variety in digital fluency (i.e., the ability to understand which technology is available and what tools will best achieve desired outcomes).

What is digital fluency and how can organizations embrace it?

Digital fluency is the combination of several capabilities related to technology:

  • Foundation skills: The ability to use technology tools that enhance your productivity and effectiveness
  • Information skills: The ability to research and develop your own perspective on topics using technology
  • Collaboration skills: The ability to share knowledge and collaborate with others using technology
  • Transformation skills: The ability to assess your own skills and take action toward building your digital fluency

No matter how proficient you are today, you can continue to build your digital IQ by building new habits and skills. This is something that both the organization and employee will have to own to be successful.

So, what skills are needed?

In a Technical University of Munich study released in July 2017, 64% of respondents said they do not have the skills necessary for digital transformation.

Today's workplace reality

These skills will be applied not only to the jobs of today, but also to the top jobs of the future, which haven’t been imagined yet! A recent article in Fast Company mentions a few, which include Digital Death Manager, Corporate Disorganizer, and 3D Printing Handyman.

And today’s skills will be used differently in 2025, as reported by another Fast Company article:

  • Tech skills, especially analytical skills, will increase in importance. Demand for software developers, market analysts, and computer analysts will increase significantly between now and 2025.
  • Retail and sales skills, or any job related to soft skills that are hard for computers to learn, will continue to grow. Customer service representatives, marketing specialists, and sales reps must continue to collaborate and understand how to use social media effectively to communicate worldwide.
  • Lifelong learning will be necessary to keep up with the changes in technology and adapt to our fast-moving lives. Teachers and trainers will continue to be hot jobs in the future, but the style of teaching will change to adapt to a “sound bite” world.
  • Contract workers who understand how businesses and projects work will thrive in the “gig economy.” Management analysts and auditors will continue to be in high demand.

What’s next?

How do companies address a shortage of digital skills and build digital fluency? Here are some steps you can take to increase your digital fluency – and that of your organization:

  • Assess where you are today. Either personally or organizationally, knowing what skills you have is the first step toward identifying where you need to go.
  • Identify one of each of the skill sets to focus on. What foundational skills do you or your organization need? How can you promote collaboration? What thought leadership can your team share – and how can they connect with the right information to stay relevant?
  • Start practicing! Choose just one thing – and use that technology every day for a month. Use it within your organization so others can practice too.

And up next for this blog series – a look at the workplace of the future!

The computer made its debut in Hidden Figures. Did it replace jobs? Yes, for some of the computer team. But members of that team did not leave quietly and continue manual calculations elsewhere. They learned how to use that new mainframe computer and became programmers. I believe humans will always be the next big thing.

If we want to retain humanity’s value in an increasingly automated world, we need to start recognizing and nurturing Human Skills for the Digital Future.

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Traci Maddox

About Traci Maddox

Traci Maddox is the Director of the North America Customer Transformation Office at SAP, where she is elevating customer success through innovation and digital transformation. Traci is also part of the Digital Workforce Taskforce, a team of SAP leaders whose mission is to help companies succeed by understanding and addressing workforce implications of digital technology.