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Farid Mheir
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Digital skills are in high demand and short supply. But first things first — how do you define a digital team when nearly everything is digital?
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Farid Mheir
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Many brands going through a digital transformation struggle to structure their teams. This framework can act as a guideline.
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What’s Squad? It’s a small cross-functional self-organized team with usually less than 8 people. They have end-to-end responsibilities and they work together toward long-term missions. On Squads, the key drive is autonomy. Each Squad has autonomy to decide what to build, how to build it, and how to work together while building it, although they need to be aligned with the Squad mission, product strategy, and short-term goals. “Be autonomous, but don’t sub-optimize!”.
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Farid Mheir
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In a nutshell, senior executives must move the company—and themselves—away from outmoded command-and-control behaviors and structures that are ill-suited to today’s rapid digital world. They must redouble efforts to overcome resource inertia and break down silos, because independent teams can’t overcome these bureaucratic challenges on their own. They must direct teams to the best opportunities, arm them with the best people, give them the tools they need to move fast, and oversee their work with a light but consistent touch.
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Workplaces and workflows will change as more people work alongside machines
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Additional economic growth, including from business dynamism and rising productivity growth, will also continue to create jobs. Many other new occupations that we cannot currently imagine will also emerge and may account for as much as 10 percent of jobs created by 2030, if history is a guide. Moreover, technology itself has historically been a net job creator. For example, the introduction of the personal computer in the 1970s and 1980s created millions of jobs not just for semiconductor makers, but also for software and app developers of all types, customer-service representatives, and information analysts.
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A lot of the common wisdom we have about working together is wrong.
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It’s critical to get a good start when stepping into the CIO role. Consider several measures when you shape your course.
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How to adjust the operating model and revive stalled digital efforts. Specifically: - Does the concept of an "organizational structure" still make sense? Or should we move to self-organizing, manager-less teams? - Should we scrap the idea of careers and employee loyalty in order to attract millennial talent for "tours of duty"? - Do we really need any specialists in house, or should we do everything through partners in the ecosystem?
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It may come as no surprise that technology-centric roles stole the show among emerging jobs in the United States, but the prevalence of machine learning and data science roles and skills indicate a shift in the types of technology we can expect to be using in the near future, as well as what professionals should be preparing themselves for. Having an academic background and a comprehensive suite of skills were also strong trends, especially among professionals who are now machine learning engineers and data scientists. Both of these roles are also often held by professionals with 10 years or more of professional experience, so for those just starting out and having trouble landing one of these titles, don’t be discouraged! It’s always a good reminder that soft skills will always be important, no matter the profession. The ability to collaborate, be a leader, and learn from colleagues will stand out in interviews, and even more once starting a job.
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Automation will eliminate jobs but it will also create them. Here are 21 jobs that will exist in the future.
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By next year, around 75% of financial firms will either explore or implement artificial intelligence technologies, according to a survey by Greenwich Associates. The research and consulting firm thinks some 15% of the industry’s jobs are at risk.
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Erik Brynjolfsson and Andrew McAfee of the Massachusetts Institute of Technology point out that when automotive transport arrived, a whole group of workers—horses—were displaced, never to be employed again. They lost their jobs and vanished from the economy. I would add another historical precedent. Offshoring in the last few decades has eaten up physical jobs and whole industries, jobs that were not replaced. The current transfer of jobs from the physical to the virtual economy is a different sort of offshoring, not to a foreign country but to a virtual one. If we follow recent history we can’t assume these jobs will be replaced either.
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The company got rid of formal, forced ranking around 10 years ago. But now, GE’s in the middle of a far bigger shift. It’s abandoning formal annual reviews and its legacy performance management system for its 300,000-strong workforce over the next couple of years, instead opting for a less regimented system of more frequent feedback via an app. For some employees, in smaller experimental groups, there won’t be any numerical rankings whatsoever.
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Some of the talent and tools won’t necessarily be found in-house. Here’s how to create a sustainable strategy for sourcing the right people and products.
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The technical potential for automation differs dramatically across sectors and activities.
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From automation and benefits, to recruitment and coaching, HR tech companies are still disrupting HR.
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How I Burned 10 Million Dollars So You Don’t Have To. (An Education in Humility, Humanity, and Leadership). In February, my startup (Twenty20) employed 35 people. We had a board-approved plan to scale to 85 by the end of the year. As of July, we were at 55, and well on our way. Now, four months later, our team size is 12.
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Maths ability will get you furthest, says Harvard's Davis Deming. As long as you've got the social skills to go with it. Could a robot do your job? Millions of people who didn’t see automation coming will soon find out the painful way. The answer is a resounding yes. The World Economic Forum’s Future of Jobs study predicts that 5 million jobs will be lost before 2020 as artificial intelligence, robotics, nanotechnology and other socio-economic factors replace the need for human workers.
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The “competency grid” is a promising new tool. By 2020, the US economy is expected to create 55 million job openings: 24 million of these will be entirely new positions. And 48 percent of the new jobs, according to Georgetown’s Center on Education and the Workforce, will emphasize a mix of hard and soft intellectual skills, like active listening, leadership, communication, analytics, and administration competencies.
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For example, working at a tollbooth may be a secure job. But whatever gains the economy gets from having people making change at tollbooths are more than offset by the loss of time that results when other people have to wait in traffic to enter a toll road. Starting in October, the Massachusetts Turnpike Authority will shift to entirely automatic tolls. Machines will do all the work of collecting tolls, and toll collectors either will be reassigned to other positions within the authority or will have to find new jobs. But traffic will flow more easily, leading to big gains in efficiency for truckers and people getting to work, and less waste of fuel.
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Keeping up with technology is every executive’s job, but it doesn’t need to be daunting. Here are three strategies for staying relevant in the digital age.
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By 2035, workplace changes will see us looking for jobs as remote pilots or online chaperones. This is the finding of an Australian report looking at megatrends in the workplace over the next 20 years. The authors of the report, CSIRO (Commonwealth Scientific and Industrial Research Organisation), outline potential jobs in 2035, along with other impacts of the Fourth Industrial Revolution on our working lives.
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Success often depends upon transcending your expertise to grasp a larger mission.
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A lot of research is available about the IT talent shortage in the United States. The unemployment rate in just about any metropolitan area is close to zero for many functions, despite the recent slight slowdown in hiring linked to ever-greater cloud adoption. 12 TIPS TO SURVIVE THE TALENT CRISIS Proven Advice from CIOs and HR Leaders - Ensure team members feel they’re part of something greater than themselves
- Invest in coaching, mentoring, training—one CIO said he’ll cut headcount before he cuts his training budget. Curt Carver, CIO at the University of Alabama at Birmingham, sets aside 3 percent of his budget for training, “no matter what”
- Hire less for skills and more for emotional maturity and the ability to learn and change
- Offer interesting opportunities, such as working with the latest technologies or creating an application that will make a real di erence in customers’ lives
- Rethink the org chart and keep it flexible—Carver redesigns his every 12 to 18 months
- Redesign work around projects rather than roles, then tap into nontraditional sourcing methods such as crowdsourcing and talent platforms; not everything needs to be done by an FTE
- Use social media and speaking events to find and engage top talent
- Use open source as a magnet for talent by having your team become part of (and contribute to) the community
- Create affiliations with colleges/universities (course design, internships, etc.) and even K-12
- Invest in diversity programs that go beyond filling your corporate social responsibility requirements— for example, retaining women returning to the workforce or hiring individuals with autism
- Build a strong collaborative relationship between IT and HR
- Be clear about what you’re offering upfront (culture, mission, type of projects), and then be consistent in delivering that
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WHY IT MATTERS: not only do you need digital expertise but you need the right mindset. This article presents 6 essential traits that digital teams must have.