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The future of work in technology:

6) Workforce: From specialized technologist to collaborative cocreator:

The workforce required to deliver these new work outcomes could be a gating factor in this transition. As technology work evolves, talent with the required skills and capabilities is increasingly in high demand. The size, scope, and competencies of the workforce required to deliver the new technology work likely will be very different than in the past.

Some leaders begin considering workforce transformation without first determining the work and work outcomes that should be delivered. However, the lack of clearly identified and articulated work outcomes can lead to piecemeal, inefficient, and unproductive efforts. It bears repeating that business and technology leaders should first define new work outcomesonly then can they make determinations about transforming the workforce. The following considerations may help.

Technology athletes replace specialized technologists

As technology works, so do the skills and proficiencies required to complete the work. Fifty-one percent of CIOs surveyed in Deloitte's 2019 report on Industry 4.0 readiness cite a significant mismatch between current skill sets and future needs.

In the past, many IT workers have been task-focused, often with highly specific skill sets. A worker with sought-after application development skills could spend his or her entire career within a single specialization. Technical expertise remains critical and in short supply65 percent of global CIO survey participants say analytics and data science will be the hardest-to-find technical skills in the next five years while 54 percent named cyber, and 49 percent named emerging technologies.

However, some specialized skill sets are falling by the wayside as IT becomes more automated. "Twenty years ago, people branded themselves as SAP experts and even focused on a specific module, and that was going to be the focus of their entire IT career," says Wayne Shurts, former EVP and CTO, Sysco Corporation. "Those days are gone. Today it's about technology athletespeople who are curious and are always looking to solve business problems through technology."

Ditto, says Rachel Parent, MassMutual CIO. "It's no longer imperative that the IT leader be deeply skilled in a specific technology discipline. Technology is changing too rapidly for that depth of expertise to remain relevant," she says. "There's incredible value in having skills that allow you to keep current with technology trends. Understand which of those can help drive your organization's strategy relative to serving customers, enabling collaboration, and increasing operational and financial efficiencies."

Machines augment tech workers

With clearly articulated work outcomes, technology leaders should be able to align roles and work. They can ascertain the outcomes that can best be achieved by machines, humans (permanent employees, contractors, or otherwise sourced), or a combination of both.

"It's important to think about how people and machines should work together," says Dell CHRO Steve Price. "This will have implications for how and where work gets done, the kind of skills people need to possess, and the broader expectations of the future workforce."

While cognitive technologies are indeed transformational, evidence suggests they will augment rather than replace workers. Most tactical, algorithmic, and structured work will be automated by machines over time, leaving much creative and strategic work for human talent. "We have spent way too much time thinking about people versus computers, and not nearly enough time thinking about peopleand computers," says Thomas Malone, director of the MIT Center for Collective Intelligence. "We've spent too much time thinking about what jobs computers are going to take away from people, and not nearly enough time thinking about what people and computers can do together that could never be done before."

Enduring human skills complement technical expertise

In the past, soft skills that support collaboration and communication typically took a back seat to specialized technical skills. Today, soft skills are having a breakout moment. These enduring, essentiallyhumanskillsare increasing in value in part because they cannot be replicated by machines.

Even though future technology jobs may be more machine-powered and data-driven, talent likely will need to have more breadth across both business and technology areas. This could include critical traits for driving innovation and disruption, such as:

Business and financial acumen to understand complex business challenges and decisions

Ability to understand the engagement, interaction, and collaboration of humans and machines

Enduring and essential human skills such as empathy, creativity, and enthusiasm for learning

Ability to embrace change and uncertainty

7) Workplace: From location-centric to relationship-oriented:

The evolution of the work and workforce should be supported by targeted location strategies, as well as flexible physical and virtual workplaces. Fixed, uncompromising workplaces may need to evolve to virtual workplaces that leverage advanced mobility and connectivity, collaboration tools, and emerging technologies such as virtual and augmented reality that help improve collaboration and integrate workers from all segments of the open talent continuum.

"When it comes to the workplace of the future, physical proximity is going to matter less and less," says Stella Ward, chief digital officer of Canterbury and West Coast District Health Boards, New Zealand. "There are so many collaboration tools out there to help teams get work done remotely. The challenge is identifying the right tools and making sure our employees know how to use them to maximize efficiency."

However, that doesn't always mean face-to-face connections or the offices that host them are unneeded, although they may be designed differently. In fact, technology and business teams may require closer physical proximity than in the past. "Working in the office is about building relationships and trust between team members. When team members feel connected and trust each other, productivity increases," says MassMutual's Parent. "Good collaboration tools will help sustain this productive collaboration for longer periods of time when people cannot be regularly collocated but teams will still need to physically come together periodically.