Data Using data to make decisions is almost universally seen as a key skill. “Nobody should ever say, ‘I don’t know anymore,’” says Claire Atkins-Morris, Sustainability Director at Sodexo. “We’ve got so much data at our fingertips that I can guarantee there will be data points, that even if not directly related, provide enough insight to be able to make some assumptions around.”
AI Success here depends on catering to everyone in the workforce. Many people with long tenures, treasure troves of corporate knowledge, are worried. Leading organisations are getting them to talk about AI, work out how to use it and grow their skills. “With five generations of people in the workplace,” says Nicole Kurz from Lactalis, “we need personalisation in how people learn and how people build trust with AI. But ultimately the message is: this will make the mind-numbing day- to-day tasks quicker so that you have more time for the value-added things and can enhance what you’re doing for the business.” Leadership across all levels When colleagues are autonomous leaders in their own right, the leadership traits and approaches outlined in section 1 are important for all.
These skills are foundational to resilience, empowering people to make decisions and business to progress – even without a plan to follow. What’s next? As the world shifts so do the skills needed to match. What we needed five years ago is not what we need today. But the principle remains that people need to keep learning. As Katherine Pickus, CSO at ADM says: “Let them try new things. Provide opportunities. And nudge your team slightly into areas where they are less comfortable.”
“The next generation of talent needs
to fundamentally approach every question with the future in mind.”
India Moore Head of Buying Meal Solutions Sainsbury’s
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