​ The ‘war for talent’ was predicated on the notion that there was a pool of available talent ‘out-there’, for which companies had to compete. Recognition of the profound changes in the skills and competencies required to win in the 4IR has led to the realisation that there isn’t a large enough pool of existing talent to fight over. The war for talent has been supplanted by the race to develop and deploy 4IR talent.
Video: Win the race for 4IR Talent.
​Axiom #3 of achieving superior competitive performance in 4th Industrial Revolution

  • Develop: Race to develop 4IR talent. As most executives have skills learned and honed pre-4IR yet to be effective in 4IR they must acquire both new skills and new behaviours, there is a ‘race to develop 4IR talent’. Developing executives for impact on-the-job, in the flow of business, requires new 'learner-centric' development design. 4IR executive development support is often 'on-demand' by the executive, delivered just-in-time, with individualised learning journeys. Employing multiple media and formats, leveraging advances in digital learning and (almost) real-time personal feedback.

  • Deploy: Fluid teaming. To compete successfully in 4IR, the often scarce talent with the most appropriate skills and mindsets must be deployed highly effectively. This requires the ability to rapidly assemble, adjust and dismantle teams to tackle an ever-changing line-up of challenges. Teams are the 'engines of performance' in 4IR organisations. Individuals across the whole organisation must have a common understanding of teaming, enhancing their ability to come together quickly and collectively perform immediately, whether in-person or remote to one another, whether in the same unit or across organisational boundaries. The People Management infrastructure and systems must enable the entire organisation to function as a fluid team made up of multiple fluid teams.

  • Duty of Care: Human-Centred Workforce Management. Talent is a critical and scarce resource in 4IR,  which places a priority on attracting, retaining, empowering and maintaining the engagement of talent. Human-Centred Workforce Management (HCWM) promotes worker well-being and inclusion particularly through flexible working arrangements, accommodating differences between individuals in how they manage the work-family life boundary and supporting individual tailoring of job-scope. HCWM results in enhanced productivity, performance and increased tenure, all of which support employer branding - and the ability to attract the desired talent. 
 Corporate Rebirth

​Win the 4IR talent race
​We support clients to win the race of 4IR talent in several different ways; depending on needs and the type of clients. For corporate academies we design and deliver executive development programmes, using a blended (online & in-person) format that is focused on equipping and supporting the executives with applying 4IR skills immediately on-the-job. For business-schools we provide focused support on management and leadership in 4IR in MBA level programmes. For corporations we also provide guest-lectures and participate in executive retreats, for which our content is always tailored to the specific context of the corporation and their business objectives. 
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