There is a huge disconnect between the rise of digital business models and the necessary skills to carry those jobs out, writes WERNER VOGELS, CTO at Amazon.com.
Digitalization offers almost endless possibilities to communicate faster, work more efficiently, and be more creative – in real-time. But groundbreaking digital business models need pioneers: creators, forward-looking thinkers and inventors who don’t hesitate to leave the beaten path, embody ownership, and who understand how to translate customers’ wishes into superb new products, services and solutions that evolve with speed. It is a no-brainer, that getting the right talent on board can decisively accelerate a company’s digital transformation. At the same time, if your daily corporate practice doesn’t fulfill their expectations regarding a vibrant and flexible working culture and a social media-minded environment, digital natives will simply turn their back on you and go elsewhere.
Finding those kind of people is not easy. There are probably only a few companies that can say, they already have a sufficient number of such employees among their staff. Job openings for machine learning scientists, data analytics experts, IT security experts or developers are already difficult to fill, and the demand for this knowledge will increase significantly in the next few years as customers show their demand for digital engagements. The market for digital skills is “hot”, in the U.S. as well as in Germany. And these talents are by no means coveted only by companies that always had a digital business model to begin with; suppliers to the automotive industry, financial services companies, and retailers also, urgently need product managers, and technical staff who can quickly make their organizations digitally attractive to their customers. Recruiting and selection in the digital age therefore needs to be tackled in a more strategic way than in the past. So how do you position your company as an attractive employer for digital talent?
Preparing the organization for a new beginning
One way is to eliminate rigid structures, previously the enemy to digital thinking. Digitalization involves, among others, suddenly converging areas that used to be siloed. Take industrial companies. In the past, their sales departments defined specifications according to the customer’s wishes, which were then transferred step by step into the manufacturing process. These days, it’s expected that everything should happen almost simultaneously. Previously, the top priorities for IT departments were equipping data centers with hardware, purchasing software, and further developing proprietary software. Today, companies take their server capacity and software from the cloud. These changes have to be taken into account when scanning the market for talent. At Düsseldorf-based fashion retailer Peek&Cloppenburg, for example, the business, development and IT functions are increasingly cooperating with each other because they realize that isolated departments and rigid hierarchies can slow down the organization’s innovative strength and speed. That is also why employees have more and more room to make decisions themselves. P&C’s digital transformation is supported by an in-house consulting team that helps the specialized departments analyze and digitize those processes that strengthen the customer touchpoints.
The freedom to create
Another way to make your company attractive for digital talent is to give them as much creative freedom as possible AutoScout24, a Munich-based online marketplace for car, motorcycle and utility vehicle sales is a digital native company. Recognizing that it needed faster decision making, AutoScout24 started to empower employees who are close to their customers. The company created small and agile cross-functional teams with profit and loss responsibility for their market segments. These measures eliminated dependencies amongst business units, increased self-responsibility, eased communication processes and improved overall organizational alignment.
Showcase your best talent – and give them what they need
It’s important to encourage the employees you already have, provide them with resources and let them decide things themselves. They should be able to follow their ideas and feel accountable for them. Offering regular development opportunities can also help you make the most of your talent. In most cases, you won’t select a learning offer from a general training catalog, as in the pre-digital era. Development will have to be customized for each individual. That might be a course, the opportunity to lead a project, or gaining new insights by working in another part of the company.
Some companies have created cross-business-unit roles such as the Chief Digital Officer (CDO) in order to connect everything that needs to be thought of in a unified way in the digital world. Their responsibilities include defining future growth areas, spearheading change processes and allocating resources in a new way so that the company is ready to face the digital era and address the ever-changing customer expectation. They need to find allies who possess enough digital know-how to ensure the company can take advantage of the opportunities that stem from new technologies.
Wanted: Employees with a mixed skill set
Another way to attract the best digital talent is to keep an eye out for applicants who bring a diverse mix of skills. We hear again and again, and not only in Germany, how scarce IT experts and engineers are. At the same time, you need to discuss what role a person who designs cars for example, will play in the value chain in a future world in which the car manufacturer will probably earn most of its money with data and mobility services. How this affects the required skills mix needs to be defined and assessed on a case-by-case basis.
Two things are crucial here. First, you need talented individuals who want to be customer-centric and who are able to cross the traditional (internal) customer and IT organizational boundaries in order to truly feel what customers want. In some cases, it could be helpful to even ’embed’ your employees at the customerfor a period of time. Secondly, it’s clear, that digital business models require experts who view data as an essential element of future value creation — regardless of the specific expertise they bring to the company.
Create room for adventure
Finally, be aware of the impact of your culture. Today’s digital talent seeks adventure and a job that gives them meaning. The more comfortable they feel in the workplace, the more willing they will be to work harder for your company’s success. And they want to be surrounded by similarly minded colleagues. Companies must ensure their culture can meet these expectations. A company can differentiate itself on culture also by taking a strong stand on issues that are of concern to their employees, and by having a leadership principles that are not just on paper, but reflected within the employees every day. At Amazon, we stand for a culture where failure is explicitly allowed — and even desired — because in our experience the path to transformational innovations can never be straight and failure is a sign of progressive thinking. That’s why we need candidates who love to experiment, who are prepared to take other paths, and who are energetic enough to quickly find a way out of a dead-end. Our leadership principles also play a critical role; they describe in detail what is important to us. Everyone can find these values on our website, and they apply to everyone. We expect our employees to focus constantly on the customers’ needs and to continuously improve themselves. That can be inconvenient. But to thrive, innovations need a certain tension.
Digitalization is happening fast. That shouldn’t be an excuse for taking shortcuts in recruiting. Jeff Bezos once said: ” I’d rather interview 50 people and not hire anyone than hire the wrong person .” In the end, only a carefully planned and executed HR strategy will allow a company to achieve the digital transformation and develop it in such a way that it fulfills the company’s long-term goals .
Cape Town not so calm – if you’re a driver
Cape Town drivers lose on average 162 hours a year to traffic jams, so will need some tech and a few tips to stay calm
Cape Town drivers lose, on average, 162 hours a year stuck in traffic jams, and the city is ranked 95th out of around 200 cities, across 38 countries surveyed globally, in terms of congestion issues.
That’s according to the latest INRIX 2018 Global Traffic Scorecard, which is an annual analysis of mobility and congestion trends. The study provides a data-rich evaluation of information collected during peak (slowest) travel times, and inter peak (fastest point between morning and afternoon commutes) travel times. Together they provide a holistic account of congestion throughout the day, delivering in-depth insights for vehicle drivers and policy-makers to make better decisions regarding urban travel and traffic health.
Of the further five South African cities surveyed:
- Pretoria drivers lose, on average, 143 hours a year stuck in traffic jams, ranking as the 64thmost congested city
- Johannesburg drivers lose an average of 119 hours annually, ranking 61st
- Durban drivers lose 72 hours, ranking 141st
- Port Elizabeth drivers lose 71 hours, ranking 75th
- And Bloemfontein drivers lose 62 hours, ranking 165th
If these hours sound horrific, spare a thought for the poor drivers in Colombia’s capital city of Bogotá who lose, on average, a whopping 272 hours a year stuck in traffic jams!
On average, drivers’ commutes increase by roughly 30% during peak versus inter-peak hours. And the reality is that congestion issues aren’t going away anytime soon. Not here in SA, or anywhere else in the world. So what can we, as drivers, do to make the situation easier to cope with on our daily commute?
Change of mindset
Stressing about the unavoidable, the inevitable, and all the things that are out of our control – like congestion caused by accidents, faulty street lights, or bad weather – is a waste of energy. We should try finding ways of using that time in our cars more productively, to create a less tense, more positive experience. Learning to change our perspective about this challenging time, and associating it with something enjoyable, can drastically alter our reaction to and engagement with it. Rather than expending all our energy on futile anger and frustration, we can channel our focus on things that relax or energise us instead.
Just one more chapter
Being stuck in traffic usually aggravates us because it feels like a huge waste of valuable time. But like a wise man once said, time you enjoy wasting is not wasted time. Listening to a podcast or audiobook can not only be entertaining, but also educational, which is a brilliant use of your time. Ifyou think of your car as a ‘learning lab’, a mobile university of sorts, and your time spent inside as away to exercise your brain and grow intellectually, you may even find yourself wishing for bad traffic so you have an excuse to carry on listening to your podcast or audiobook.
Tame your inner Hulk
Pulling up a playlist of your favourite, feel-good songs can do wonders to combat stress levels. Downbeat music has been proven to have a mellowing effect on drivers. Making a quick switch to downbeat music shows measurable physiological improvements, with drivers calming down much sooner, and making fewer driving mistakes. So the next time you feel your inner Hulk emerging, crank up the volume on your favourite tunes.
The power of ‘caromatherapy’
There are numerous studies on aromas and their impact on human emotion, behaviour, and performance. Researchers have found that peppermint can enhance mental and athletic performance and cognitive functioning, while cinnamon may improve tasks related to attentional processes and visual-motor response speed. A study from Kyoto University in Japan revealed that participants reported significantly lower hostility and depression scores, and felt more relaxed after awalk through a pine forest. It makes sense then, to incorporate some ‘caromatherapy’ into our lives. There are plenty of off-the-shelf car diffusers available, or you could add a few drops of essential oil to DIY felt air fresheners. Citrus scents like orange or lemon can provide a boost of energy, while rosemary can relieve stress and anxiety. Take care not to hang anything that might obstruct your field of vision though, and always make sure to test out essential oils at home first, in case a scent makes you dizzy or overly relaxed, which could affect driving focus.
Contemplate your navel
The mind is a powerful thing, and simply willing yourself to relax might be the most effective method of all. While we don’t recommend meditating while driving due to safety reasons, breathing exercises can help you stay focused and feeling calm. One useful practice is the one-to-one technique – breathing in and out for the same count with the same intensity. Deep, measured breaths facilitate full oxygen exchange, helping to slow down the rate of your heartbeat and stabilise blood pressure, as opposed to shallow breathing, which doesn’t send enough air to the lowest part of your lungs, causing you to feel anxious and short of breath. Just always keep your eyes on the road, and take care to ensure you’re not so busy counting breaths that your concentration is compromised.
Not all those who wander are lost
Some of our best ideas come in those moments where we’re alone with our own thoughts, able to really reflect on the ideas we have without having something immediate that needs our attention. Allow your mind to wander, and do a little brainstorming. Alternatively, use the time to simply day dream. Remember, downtime is not dead time. It is both necessary, and important for your mental health. Use this time as an opportunity to take care of yourself.
In-built vehicle tech
“As we spend more and more time commuting, cars are being designed to accommodate longer periods behind the wheel,” says Kuda Takura, smart mobility specialist at Ford Motor Company of Southern Africa. “Ford uses human-centric design to deliver vehicles that are inviting, accommodating, and intuitive. For example, our SYNCT infotainment system offers nifty, hands-free functions, like allowing drivers to listen to their texts, change music or climate settings, and make phone calls easily with voice control. Our range of driver-assist technologies, like Adaptive Cruise Control, Pre-Collision Assist with Pedestrian Detection and Semi-Auto Active Park Assist, are also designed to take some of the stress off city driving. If our lifestyle means that we might be spending more time in our cars than we do on holiday, then we should make sure we make the most of that time.”
Vodacom exits Africa biz services
Vodacom Group has sold Vodacom Business Africa’s operations in Nigeria, Zambia and Cote d’Ivoire to Andile Ngcaba’s Synergy Communications. The two entities are in the process of concluding the acquisitions, which are subject to the approval of the regulatory authorities within these markets.
Vodacom says the transaction supports the Group’s enterprise strategy in Africa, which has been refocused to grow and strengthen its core business. It will no longer directly service global enterprise customers in these three markets but will rather continue to operate as a pan African telecommunications networks provider through local relationships, like the one with Synergy Communications.
This acquisition represents a significant milestone in Synergy Communication’s quest to be a leading provider of cloud and digitally based services in key markets across sub-Saharan Africa and provides key additional assets in its build out of a regional footprint. Synergy Communications currently has operations in Botswana, Malawi and Mozambique.
Andile Ngcaba, Chairman of Synergy Communications said: “This is an exciting landmark transaction for Synergy Communications, providing us with additional momentum in the delivery of our strategy as a pan-African enterprise digital Services Provider. Synergy Communications will partner with major global cloud providers and deliver platform-based services to both multi-nationals and local enterprises.”
Shameel Joosub, CEO of Vodacom Group, said: “Vodacom has a clear vision for strengthening our position as a leading pan-African business and will work with local service providers like Synergy Communications to grow in these markets. Crucially, Vodacom is not exiting any of the territories related to this transaction and remains focused on continuing to deliver exceptional service to our global and multinational clients in these markets through long-term commercial agreements.
“To support the sustainable growth of pan African digital economies and building connected societies, Vodacom will, via local service providers, continue to service clients in each market. We seek to leverage the collective strengths of Vodacom and Synergy Communications to meet the changing requirements of clients across each of these markets.”