Introduction:

The landscape of the business world is evolving at an unprecedented pace, driven by technological advancements and the global disruptions caused by the COVID-19 pandemic. In response to these changes, a significant paradigm shift is occurring in how companies perceive and prioritize capability building. According to a McKinsey survey conducted in August 2020, 80 percent of business leaders worldwide identified capability building as crucial for the long-term growth of their companies, a substantial increase from 59 percent pre-pandemic. This shift in mindset signifies a recognition of the need for upskilling in the face of rapidly changing demands and challenges.

Recognizing the Need: A Shift in Perspective

The imperative for capability building is clear, but the real challenge lies in designing and delivering effective programs that address the unique needs of each individual within an organization. With diverse roles, thousands of employees, and varying learning preferences, the task of Ops 4.0 capability building becomes formidable. Companies are turning to a "customer-back" perspective to meet this challenge, aligning training programs with the specific skills, behaviors, and mindsets required for organizational success.

The T-shaped Skills Profile:

One key principle that successful companies employ is the adoption of a T-shaped skills profile. Recognizing that certain skills are universal for a given role, companies also acknowledge the importance of cultivating a deeper understanding of specialized areas relevant to individual job functions. For instance, a team member might need a broad set of generally applicable skills, such as data proficiency and structured problem-solving, supplemented by specific expertise like applying machine learning to optimize industrial processes or integrating sustainability into products and services.

Companies are increasingly recognizing the value of integrating AI literacy into the T-shaped skills profile, ensuring employees have a foundational understanding of artificial intelligence concepts alongside their domain-specific expertise.

Multiple Delivery Formats: Embracing Diversity in Learning

Recognizing the vast ground to cover, companies are moving away from traditional classroom-based learning as the sole method of imparting new skills. Leading organizations are adopting a mix of learning approaches, including self-service formats such as podcasts, videos, and e-learning modules, as well as instructor-led virtual sessions via webcast or video-conferencing platforms. Additionally, multiday intensive courses are gaining popularity for their combination of deep learning and valuable networking opportunities.

In this context, the integration of AI-driven learning tools provides a personalized and adaptive approach to training. These tools analyze individual learning patterns and preferences, delivering content in a way that aligns with each employee's unique needs. This not only enhances the learning experience but also maximizes the retention of new skills.

However, companies don't have to tackle this challenge alone. The most robust capability-building programs draw upon a variety of resources, including traditional academic institutions, online universities, and commercial training providers. This collaborative approach, supplemented by bespoke in-house content and AI-driven learning modules, provides organizations with the building blocks to create unique learning experiences for every employee.

The M-shaped Profile: Evolving with Longevity

Traditionally, workers developed deep expertise in one discipline early in their careers and supplemented this knowledge over time. However, the increasing longevity of individuals in the workforce has rendered this approach obsolete. Today, knowledge resembles more of an M-shaped profile. Professionals are encouraged to achieve mastery in a few topics, setting them apart in a competitive job market.

As AI continues to play a transformative role in various industries, organizations can support workers in their M-shaped profile development by offering stipends for coursework related to workplace and passion. In this context, the concept of IKIGAI will come alongside. This proactive approach ensures that professionals remain agile and adaptable in the face of evolving technological landscapes.

Organizations play a crucial role in supporting employees on this journey by offering stipends for coursework, suggesting master classes, and facilitating professional development sessions. This collaborative effort between employees and organizations ensures the continuous evolution of skills, aligning with the dynamic demands of the modern workplace.

Synthesis:

In conclusion, Ops 4.0 capability building is not just a response to current challenges; it is a proactive strategy for navigating the future of work. Companies that adopt a "customer-back" perspective, embrace T-shaped and M-shaped skill profiles, and diversify their learning approaches are better positioned to thrive in the ever-evolving business landscape. The synthesis of these principles forms a robust framework for building capabilities that are not just relevant today but adaptable to the challenges of tomorrow. As we continue into this era of rapid change, the investment in capability building becomes an investment in the resilience and sustainability of businesses and the individuals that drive them forward.

References:

1) https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/seven-essential-elements-of-a-lifelong-learning-mind-set

2) Lynda Gratton and Andrew Scott, The 100-Year of Life: Living and Working in an Age of Longevity, London, UK, 2016

3) https://www.mckinsey.com/capabilities/operations/our-insights/operations-blog/ops-40-the-human-factor-a-class-size-of-1