Irving Wladawsky-Berger

The Increasing Demand for Hybrid, “T-Shaped” Workers

A recent article in The Atlantic used the USS Gabrielle Giffords to illustrate the important changes taking place in the US Navy, - and in the world of work in general.  After discussing various features of its advanced design, the article noted that the ship’s most futuristic aspect is its crew.  “It was designed to operate with a mere 40 souls on board - one-fifth the number aboard comparably sized legacy ships and a far cry from the 350 aboard a World War II destroyer.  The small size of the crew means that each sailor must be like the ship itself: a jack of many trades and not, as 240 years of tradition have prescribed, a master of just one,” noted the article.  Due to increasingly sophisticated technologies and the high cost of personnel, the USS Gabrielle Giffords is among a new class of Navy ships that’s turned away from specialists in favor of so-called hybrid sailors who are able to handle multiple tasks and rapidly acquire new skills.

The replacement of highly specialized workers with problem-solving generalists who are able to handle and quickly learn new tasks has been taking place across a wide variety of  occupations and industries.  Increased productivity and lower costs, i.e., doing more with less, are some of the reasons for this change.  But, the increased complexity of products, applications and systems, and the unanticipated problems that often follow are other important reasons.

The concept of hybrid or T-shaped workers was first introduced around 25 years ago as a metaphor to describe the kind of individuals that the Navy and many other organizations are looking for.  The vertical stroke in the letter T represents a depth of skills and expertise in one or more specific fields; the horizontal bar implies broad multidisciplinary and social skills, as well as the ability to collaborate with experts across disciplines to jointly solve complex problems.

Impact of AI on Government - Opportunities and Challenges

A few weeks ago I wrote about Leveraging AI to Transform Government based on a 2018 report by the Partnership for Public Service and the IBM Center for the Business of Government.  The report illustrates how government is using AI by describing four use cases being pursued by different agencies.  In 2019, the Partnership and IBM collaborated on two additional reports, Assessing the Impact of AI on the Work of Government, and Building Trust, Managing Risks.

This first report is focused on the impact of AI on the federal workforce, based on an analysis of the jobs and tasks most susceptible to automation, as well as on roundtables and interviews with over 40 AI experts.  The overriding conclusion is that, over time, AI will have a deep impact on how government works.  More than 80 different federal occupations, employing over 130,000 workers, are likely be significantly transformed, including 30,000 in the Treasury Department, 16,000 in Defense, and 5,000 in Transportation, as well as a variety of occupations in independent agencies like the Securities and Exchange Commission and the Government Publishing Office.

In particular, AI will have a major impact in three key areas: the transformation of the federal workday, the potential for personalized customer service and the increased importance of technical and data skills.  Let me summarize the findings and recommendations in each of these areas.

The World is Facing a Period of Digital Disorder

“Geopolitical competition and government regulations are poised to remake the digital economy,” notes the global consulting firm A.T Kearney in Competing in an Age of Digital Disorder, - a recent research report.  “The global technological landscape is currently being reconstructed, subjecting the once-free and unfettered transfer of data across borders to new and greater digital walls.  Terms such as the ‘splinternet’ and a ‘digital cold war’ are becoming ubiquitous, forcing companies everywhere to shift strategies on everything from procurement to customer engagement.”  Or, in a nutshell, the world is in a period of digital disorder.

According to the report, the first stage of the world’s digital transformation started in the early 1990s, with the advent of the commercial Internet and the World Wide Web.  Over the next 25 year, advances in digital technologies, big data and a wide variety of applications have led to sweeping economic and societal transitions.  Over 50% of the world’s population, almost 4 billion people, had Internet access by 2018, a nearly fourfold increase since 2001.

This initial period of explosive growth, light government regulation, and what the report calls digital order, was followed around 2016 by a period of digital disorder.  Governments are now intensifying their regulatory activities in an attempt to maximize the upsides of the digital economy while mitigating its downsides.  At the same time, governments are pursuing national policies and escalating global competition to take the lead in emerging digital technologies, particularly in AI and 5G wireless networks.  “As a result, a global battle for technological supremacy in the 21st-century digital economy is heating up, raising the risk of competing technological standards and creating the potential for an ‘islandized’ digital environment.  Altogether, these actions are creating a digital disorder that is becoming more difficult for companies to navigate.”

In particular, firms are now facing a growing backlash against the increasing digitalization of the economy and society.  In the past, the technology industry was largely seen as a positive societal force, enabling billions around the world to rise out of poverty and lead more productive lives.  Today, by contrast, Big Tech is being challenged on a host of issues, including the dissemination of false and damaging information, the rising inequality between the digital haves and have-nots, and the growing number of cyberattacks, theft of personal data and identity fraud.  “In the United States alone, identity fraud increased 8 percent in 2017, victimizing 16.7 million people and resulting in theft from consumers of $16.8 billion.”

How to Transform a “Big, Old” Company into an Agile Digital Business

“As consumers, we take digital technologies for granted…  We don’t wonder why these things are possible; we simply expect them,” said Designed for Digital a recently published book by Jeanne Ross, Cynthia Beath, and Martin Mocker in its Preface.  But, “the adoption of digital technologies in business doesn’t come as naturally,” - especially if you’re working in a big, old company.  “Inserting digital technologies to enhance operations and create new value propositions has proven extremely challenging.”

Previous research has uncovered this puzzling digital adoption discrepancy between individuals and organizations.  While in our personal lives we’ve enthusiastically embraced digital technology advances, many corporations and institutions still struggle to do so.  At a conference several years ago I learned about a so-called Sunday-night/Monday-morning syndrome, the name given to the frustration of  employees of large companies who, at home on Sunday night, have access to the latest devices and applications, but at work on Monday morning, have to use the more primitive devices and applications that their IT departments support.

A quarter century into the digital age, - as a recent McKinsey study found, - the digital maturity of traditional incumbent firms is still relatively low, - under 25% of their overall potential.  Big, established companies, in particular, have been slow to embrace digital organizational practices, - only 26% of worldwide sales are made through digital channels, 30% of internal operations have been digitally automated, and 25% of supply chains interactions have been digitized.

“If digital technologies are consistently making our consumer lives easier, why aren’t they making it easier to succeed in business?,” asks Designed for Digital.  “Why are business leaders anxious about digital disruption rather than marveling about how quickly they can provide new, exciting, and ever-improving digital solutions to their customers?”  Based on five years of research at nearly 200 large companies, - including executive interviews, surveys of business leaders, and in-depth case studies, - the authors overriding conclusion is that “Big, old companies are simply not designed for digital.”