The benefits can go far beyond business outcomes. ![]() shift-develop and implement content and delivery mechanisms to train workers at scaleĪ conversation with Francisco Betti (head of the Platform for Shaping the Future of Advanced Manufacturing and Production, launched by the World Economic Forum in 2017) and the CEOs of Flex, Protolabs, and Western Digital offers perspective and real-world insights on building workforce capabilities and shifting mindsets for successful digital transformations in manufacturing.shape-identify talent gaps that must be addressed and design the program infrastructure to address them.scout-analyze the skills required to achieve a company’s ambitions.The end-to-end skill transformation has three phases: In Europe, 94 percent of surveyed executives believe that the balance between hiring and reskilling should be equal or tip toward reskilling, compared with only 62 percent of US respondents. This is increasingly vital as disruptive technologies transform job requirements, but the outlook on reskilling differs geographically. Reskilling is the real challenge: workers are retrained with new skills that will enable them to fill different positions within their companies. Upskilling means that employees learn new skills to help them in their current positions as the skills they need evolve. To thrive in the Fourth Industrial Revolution, companies must ensure that their workers are properly equipped through upskilling and reskilling and then hire new people when necessary. Technology, however, is only half of the Industry 4.0 equation. advanced engineering: additive manufacturing (such as, 3-D printing), renewable energy, nanoparticles.human–machine interaction: virtual reality (VR) and augmented reality (AR), robotics and automation, autonomous guided vehicles.analytics and intelligence: advanced analytics, machine learning, artificial intelligence. ![]()
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