Latest news with #reskilling
Mail & Guardian
4 days ago
- Business
- Mail & Guardian
Reimagining business education – How global trends are shaping the future of work
To remain relevant, business education must do more than prepare graduates for today — it must empower them to shape tomorrow. The global workforce is in flux. Rapid technological advancement, climate imperatives, demographic shifts and economic uncertainty are reshaping work as we know it. More than 170 million new jobs will be created — and 92 million lost — by the end of the decade and about 40% of current job skills will become obsolete, according to the World Economic Forum's (WEF's) As artificial intelligence (AI) disrupts industries, climate change alters jobs and instability ripples through markets, business as usual is no longer viable. For MBA programmes and business schools, this is both a challenge and an opportunity: to produce agile, future-ready graduates who can lead through disruption. This requires a fundamental rethink of how business education is delivered — from access and curriculum design to real-world alignment. Digital learning, modular and stackable qualifications, and stronger links between industry and academia are now essential. Skills for tomorrow The WEF report draws on data from more than 1,000 employers across 22 industries and 55 economies. It finds that 63% of companies see skills gaps as the biggest barrier to transformation, with six in 10 workers needing reskilling by 2030. Core skills such as analytical thinking, AI, big data and cybersecurity are in demand, while many current competencies are fast becoming outdated. Employers are responding. More than 85% plan to upskill staff, and 70% expect to hire talent with new capabilities. This puts a premium on postgraduates who can drive workforce transformation and lead reskilling initiatives. Business schools are adapting. Traditional subjects such as finance and strategy are being integrated with courses in AI, data analytics, sustainability and digital transformation. If the next generation of leaders is to thrive in a volatile, fast-changing world, then it's not only about new tools — it's about new thinking. The human edge Technical skills are critical, but no longer sufficient. Today's business leaders must also be emotionally intelligent, adaptable and creative. In South Africa's complex, multicultural society, the ability to work across differences and build inclusive teams is not just an asset — it's a necessity. Human-centric competencies such as problem-solving, collaboration and ethical leadership are climbing the priority ladder. This means cultivating hybrid professionals: digitally fluent, analytically sharp and socially aware. Business schools are under pressure to equip students to navigate uncertainty and to lead in its midst. Global forces, local effects Labour market shifts are being shaped by more than just technology. Rising costs of living, inflation and geopolitical instability are driving structural changes. While ageing populations in high-income countries are driving demand for healthcare leadership, South Africa's youthful population demands entrepreneurial thinking and scalable, localised solutions that apply global strategy. The rise of green jobs is another game-changer. Climate adaptation is creating demand for work in renewable energy, sustainability and environmental risk management. At the same time, geopolitical tensions are increasing the need for skills in cybersecurity, supply chain resilience and international policy. Graduates must be prepared to lead with purpose in a world where business decisions are inextricably linked to planetary and geopolitical realities, embedding ESG (environmental, social and governance) principles into strategy and linking decisions to social and environmental outcomes. Lifelong learning, lasting effect Disruption is now a given. To remain relevant, business education must do more than prepare graduates for today — it must empower them to shape tomorrow. The pace of change demands continuous learning. Business schools are responding with flexible programmes, microcredentials and online offerings. Lifelong learning is now a baseline, not a bonus. As employers shift to skills-based hiring and redeploy workers displaced by automation, business education must go beyond traditional degrees. It must equip students with the mindset and tools to reinvent themselves — again and again. By embedding agility, embracing sustainability and aligning with real-world needs, MBA and postgraduate programmes can produce graduates who are employable and indispensable. The future of work may be uncertain, but one thing is clear: the most valuable qualification is no longer just a degree — it's the ability to adapt, lead with integrity, and keep learning.
Fast Company
5 days ago
- Business
- Fast Company
The double-edged code: How AI consultants like me are both building and breaking the future
I help companies and governments implement AI solutions that make them faster, leaner, and more profitable. I also know that with every project I complete, I'm contributing to the next wave of layoffs—and maybe even the next recession. That's the uncomfortable truth most AI consultants won't say out loud. We love talking about optimization and cost savings. We're less eager to talk about the human costs—people whose jobs become 'redundant,' whose skills become obsolete, whose industries disappear faster than any government training program can catch up. It's a strange feeling, being part of both the solution and the problem. But acknowledging it is the first step toward doing better. The speed of AI adoption today is staggering. Unlike the industrial revolutions of the past, where technological change played out over generations, the AI revolution is moving faster than political systems, education systems, or even most companies can react. Governments are lagging behind. Workers are told to 'reskill'—but given little support. Waiting for policy fixes is no longer realistic. Most proposed solutions feel thin. Reskilling programs sound good, but they struggle to scale. Universal Basic Income raises more questions than it answers, especially around who pays for it and how it affects innovation. Regulating AI may slow some dangers, but it won't stop the global race toward automation. If we're honest, the standard solutions aren't enough. But there is another path: One more powerful than slowing down or trying to contain AI; one that could create new industries, jobs, and wealth—not just in the U.S., but across the world. The answer isn't Mars. It's Earth. LAYING THE FOUNDATION FOR PROSPERITY Instead of looking to space for our next frontier, we need to look at regions right here on our planet that are still 50 years behind in basic development. Parts of Africa, South America, Asia, and the Middle East are still struggling with infrastructure gaps, energy poverty, limited health care, and broken education systems. The opportunity is staggering—not just morally, but economically. With the help of AI, automation, satellite internet, and renewable energy, we can leapfrog traditional development cycles. We can help entire regions skip decades of gradual industrialization and jump straight into the modern economy. And in doing so, we can create millions of jobs—not just abroad, but right here in the U.S. This isn't wishful thinking. This is economics. THE BUSINESS OPPORTUNITY OF GLOBAL GROWTH When we help develop these regions, U.S. firms—from engineering companies to renewable energy providers to software developers—get paid to build the future. American consultants, architects, logistics managers, AI trainers, and contractors all have a role to play. These are exported services that drive real wealth creation at home. As these regions grow, they become new consumer markets for U.S. products, services, tourism, and education. It's the Marshall Plan, version 2.0—only this time, fueled by AI. Of course, this kind of development doesn't happen overnight. And yes, funding it responsibly matters. If we simply print money and throw it at the problem, we'll just fuel inflation and instability. But if private investors lead the charge—supported, not smothered, by public policy—we can create real, lasting value. Every road paved, every hospital built, every power grid modernized opens new channels of trade, education, and innovation. The technology to do it is already in our hands. Starlink beams internet into remote villages without needing miles of cable. Solar microgrids can deliver electricity to communities never on a national grid. AI-powered health care systems can bring diagnostic tools to areas without enough doctors. AI-driven education can teach coding and technical skills where traditional schooling has failed. There are already glimmers of this future. Mobile banking systems like M-Pesa transformed parts of Africa without ever building traditional banks. Telemedicine leapfrogged over the absence of hospitals in rural Asia. Now, with AI as an accelerator, the curve could steepen dramatically. But it won't happen by accident. And it won't happen if we keep thinking small. Building the next wave of global prosperity will require boldness, investment, and a willingness to think beyond our own borders. It will require companies, consultants, and entrepreneurs to look at underdeveloped regions not as charity cases, but as emerging partners in building a stronger, safer, more interconnected world. HOW BUSINESS LEADERS CAN TAKE ACTION Bridging the global development gap with the help of AI isn't a moonshot, but it does require intentional steps. Here's how companies, consultants, and entrepreneurs can start: 1. Conduct an 'impact-forward' audit. Identify areas of your business that could create value beyond your current market—not just profit, but capability building. Look at where your tech, tools, or services could help modernize operations in underserved regions. 2. Build local partnerships early. Don't parachute in. Partner with local entrepreneurs, NGOs, and educational institutions who know the landscape. Co-develop solutions that respect cultural and economic realities. These partners often hold the key to scale and sustainability. 3. Invest in pilot projects. Rather than trying to 'save' a region with a massive rollout, start small. Run AI or automation pilot projects in logistics, agriculture, education, or health care that demonstrate ROI and social value. Document results, then scale what works. 4. Leverage global development funds. Tap into the growing pool of public-private funding sources designed to support responsible global innovation, from USAID initiatives to ESG funds and impact investment capital. 5. Reinforce the feedback loop. Use insights and tech developed abroad to enhance your domestic operations. The innovations born from constraints in emerging markets often yield breakthroughs in efficiency and scalability back home. THE NEXT FRONTIER IS OURS TO BUILD It's easy—and comfortable—to frame the AI revolution as something happening 'to us,' a force we just have to brace against. But that's a dangerous illusion. The real question isn't whether AI will change the world. It's whether we will direct that change toward opportunity, or let it entrench inequality even further. I believe we can choose better. I believe we must choose better. The next frontier isn't millions of miles away in space. It's right here, waiting for us to build it—together.
Entrepreneur
26-05-2025
- Business
- Entrepreneur
Indian HR Leaders Anticipate 383% Rise in Agentic AI Adoption by 2027
The shift will require every employee to gain new human, agent, and business skills, says Nathalie Scardino, President and Chief People Officer, Salesforce You're reading Entrepreneur India, an international franchise of Entrepreneur Media. Agentic AI is set to transform the Indian workplace, with a projected 383 per cent growth in adoption by 2027, according to new research by Salesforce. The survey reveals that only 12 per cent of Indian organisations have implemented agentic AI so far, but this is expected to surge to 58 per cent within two years. The study highlights that HR leaders foresee major shifts in workforce dynamics. CHROs anticipate redeploying nearly a quarter (24.7 per cent) of their employees to new roles, aiming to enhance productivity by 41.7 per cent and reduce labour costs by 26.2 per cent. Digital labour is no longer viewed as a support function, it is emerging as a strategic imperative. Despite this momentum, 88 per cent of Indian businesses are yet to fully adopt agentic AI, and 63 per cent of HR leaders say employees are unaware of how digital labour will affect their roles. To bridge this gap, 88 per cent of CHROs are either already reskilling workers (15 per cent) or planning to do so (73 per cent), focusing on both technical and soft skills. AI literacy has been identified as the most essential skill in the coming years, alongside interpersonal capabilities. As AI agents take on routine tasks, human workers are expected to shift into relationship-focused roles, such as account management and partnerships. More than half (54 per cent) of CHROs plan to redeploy employees into such positions, while others will be reassigned to roles in compliance, ethics, and AI governance. With research and development (59 per cent) and IT (51 per cent) expected to expand, the HR function is becoming central to navigating the AI transition. Nathalie Scardino, President and Chief People Officer, Salesforce, said the shift will require every employee to gain new human, agent, and business skills. "We're in the midst of a once-in-a-lifetime transformation of work with digital labor that is unlocking new levels of productivity, autonomy, and agency at a speed never before thought possible," said Scardino. "Every industry must redesign jobs, reskill, and redeploy talent — and every employee will need to learn new human, agent, and business skills to thrive in the digital labor revolution."
Entrepreneur
21-05-2025
- Business
- Entrepreneur
Upskilling and Training is the key to unlocking UK business growth
The UK is facing a significant change across the economy. Whether this be the adoption of new technologies such as artificial intelligence and machine learning, or more rudimentary changes such as the major shift we have seen towards remote work since the pandemic. Opinions expressed by Entrepreneur contributors are their own. You're reading Entrepreneur United Kingdom, an international franchise of Entrepreneur Media. Throughout modern history, the UK has experienced seismic workplace shifts and with that comes a change in the skills requirements and needs of businesses and individuals across the country. As far back as the industrial revolution and as recently as the invention of the internet, the skills of the workforce have had to adapt in order to fulfil economic and business needs. On an individual level, upskilling, reskilling and skills training has been vital in ensuring that the workforce has the adequate level of technical knowledge to ensure roles can be filled and in the present day, with new technologies emerging and being integrated at pace, this is more important than ever. Addressing the skills gap and economic inactivity crisis The importance of skills and upskilling is vital in today's economic landscape. This is not just as a consequence of emerging technologies but also the skill levels and qualifications we are currently lacking across the economy. Many businesses across sectors with significant importance to the UK economy, such as technology and finance, are currently struggling to fill vacancies owing to a lack of skills in the workforce. Indeed, a recent report from the British Chambers of Commerce highlighted that 62% of organisations are facing skills shortages with 64% of organisations not confident about applying new technologies such as artificial intelligence or green technologies. This has a major impact on organisational efficiency and innovation owing to not just the inability to recruit new members of staff but also placing an additional burden on the existing workforce. The same report highlighted that 68% of organisations say that skills shortages have increased the workload on existing staff and in turn removed the ability to work creatively and productively, which in the long run will stifle innovation. The need for workers with new skillsets and demand for upskilling of existing staff is clear. This has been reflected in the Labour Government publishing its AI Opportunities Action Plan which will aim to train "tens of thousands" of AI professionals by 2030. While this is a positive development, it is crucial that businesses across the economy take immediate action in order to address the gaps they currently experience, rather than waiting for policy to shift the landscape for them. SBOs (skills-based organisations) Small and Medium Sized Enterprises (SMEs) play a significant role in the UK economy. The entrepreneurs that lead them and the employees that work for them are the dominant business population, representing over 99% of businesses in the UK and are a significant driver of economic activity. These are the organisations that are currently in desperate need of additional and new skillsets in order to thrive and innovate in whatever sector they operate in. We are seeing a key gradual transition towards businesses adapting to become Skills-Based Organisations (SBOs), in a bid to be agile and fulfil the requirements of their operations. An SBO goes beyond the traditional viewpoint of a business that advertises using traditional job descriptions and fits employees into siloed workstreams where they are expected to fulfil a single role. Instead, the requirement for new skills is seeing many businesses adapt and embrace employees with diverse skillsets, moving beyond rigid job descriptions and allowing them to respond faster to market and technological changes. The businesses that embrace a skills-based future will thrive in an ever-changing economy as they enhance internal mobility and allow them to become nimble and adaptable. Although in theory, SMEs may find it easier to become skills-based as they have fewer employees with a relatively flexible set of roles and responsibilities, along with a greater control over how skills requirements can be matched with each role. However, larger business will be more likely to drive a skills-based workforce due to the need to improve internal employee mobility, as there are not enough people in the job market to fill in the skills gaps at the larger scale needed. Larger businesses also tend to have the budgets and bandwidth to shift the way they plan their workforce compared to smaller businesses. SMEs can then gradually follow suit as it becomes more and more mainstream. How skills can turbocharge innovation Fundamentally, for SMEs to thrive in a modern landscape and in the context of economic and industrial changes, it is vital that skills are put at the heart of all business activities. The requirements for businesses are clear, that they are in need of the skills that fit into the modern day, and they require them quickly. Upskilling and training will play a crucial role in fulfilling these requirements. As roles become redundant, change and are enhanced by the emergence of new technologies and working practices, businesses need to embrace being skills-based organisations and adopt routes such as apprenticeships. Apprenticeships are a key solution to address skills needs, as they provide the opportunity for businesses to acquire new talent and transform the capabilities of their current workforce. Skills are a key tenet in ensuring that businesses of all sizes are able to innovate and for UK organisations to be world-leading in terms of productivity and delivery. In order to achieve this, embracing the concept of being a skills-based organisation will be essential and utilising apprenticeships that have the ability to train new staff and upskill existing staff is crucial. The UK's policy landscape demonstrates that this is something the Government is keen on developing. By establishing Skills England, the Labour Government have highlighted that skills and training will be a key facet in the UK's economic armoury in years ahead. Similarly, the proposed devolution of skills to the regions also shows the awareness that businesses across the UK have individual geographic needs. The national skills framework therefore also needs to be addressed with a regional lens. In order to be a successful and innovative economic powerhouse, businesses need to adapt to the change and engage with its existing and prospective workforce to train and upskill them to fit business needs. The requirements of businesses across different industries and regions are not and will never be homogenous, and a tailored approach to addressing individual skills needs will ensure that as an economy we can be world-leading.
Asharq Al-Awsat
18-05-2025
- Business
- Asharq Al-Awsat
How Artificial Intelligence Is Reshaping Saudi Arabia's Labor Market
Artificial intelligence (AI) and emerging technologies are increasingly becoming the cornerstone of Saudi Arabia's future labor market as the Kingdom undergoes rapid digital transformation. While automation is boosting efficiency and productivity, it also underscores the urgent need to reskill the current workforce and prepare younger generations with future-ready skills. The widening gap between traditional education and evolving market demands calls for decisive action. This shift does not signal the disappearance of jobs, but rather their redefinition. Routine tasks are giving way to roles requiring analytical thinking, digital fluency, and creativity. The very nature of employment is transforming from simply executing tasks to managing complex solutions. AI is accelerating this evolution across key sectors including healthcare, manufacturing, and finance, where local case studies show how the technology is cutting costs and improving operational performance. Yet, despite the opportunities AI presents for growth and job creation, significant challenges remain. Chief among them are high adoption costs, underdeveloped infrastructure, and a shortage of qualified professionals. Addressing these issues will require coordinated efforts from the government, private sector, and educational institutions to ensure a balanced digital transformation, one that empowers human potential rather than marginalizing it. Ali Al-Eid, a human resources expert, told Asharq Al-Awsat that digital transformation, future readiness, and awareness of key job skills are now central pillars of Saudi Arabia's national development strategy. While some fear AI may lead to mass job losses, Al-Eid said it will instead reshape existing roles. He expects routine jobs to fade, replaced by positions that demand analytical, digital, and advanced interpersonal skills. Employment will increasingly prioritize flexibility and innovation over years of experience, he added. AI is boosting automation, enabling big data analysis, and improving the speed and accuracy of decision-making, he noted. These changes are reducing waste and enhancing efficiency in sectors like healthcare, logistics, finance, and human resources, where faster decisions and improved outcomes are already evident. He stressed the need for comprehensive strategies that foster innovation, encourage the adoption of new technologies, and ensure a fair transition for workers. This includes investing in reskilling programs and providing social safety nets. According to Al-Eid, the success of future employment initiatives hinges on the private sector's commitment to keeping pace with technological change. Economic policy expert Ahmed Al-Shehri echoed these views, noting that AI is rapidly redrawing the contours of Saudi Arabia's labor market, fueled by Vision 2030's push to diversify the economy and drive innovation. He said AI is automating routine tasks and improving work quality across public and private sectors. Based on global trends, he estimated that between 25 and 30 percent of existing jobs in the Kingdom could be affected by AI by 2030. At the same time, the technology will create new opportunities in high-tech fields and increase productivity by streamlining operations. The oil sector is already seeing tangible benefits. Saudi Aramco, for example, uses AI for predictive maintenance, reducing costs and boosting operational efficiency by up to 20 percent. Al-Shehri added that many educational institutions and stakeholders are prioritizing future skill development to close the gap between conventional education and the needs of a high-tech economy. He said current policies are capable of striking a balance between accelerating technological adoption and preserving existing jobs, thanks to incentives and public-private partnerships, such as those driving mega-projects like NEOM. Tarek Mansour, senior partner at McKinsey, highlighted the findings of recent research by the Future Investment Initiative in collaboration with his firm. According to the study, automation and skill development are key drivers of productivity in the region. It estimated that productivity could grow by 2.7 percent annually by 2030, driven by modern technologies like generative AI, which boosts human creativity in critical sectors such as healthcare and scientific research. Mansour noted that the benefits of digital transformation extend beyond productivity gains. New jobs will be created, and talent shortages in specialized fields, particularly in science, technology, engineering, and mathematics, could be eased. Gulf countries already possess a strong talent pool and can launch large-scale skill-building programs, especially in strategic and technical sectors, to meet evolving labor market demands and improve youth employment prospects, he remarked. Saudi Arabia, he added, has made impressive strides in embracing technology, with a clear focus on AI readiness and the development of digital infrastructure to keep pace with rapid technological change. A 2024 survey conducted for the study found that 56 percent of companies in the Middle East and North Africa are using AI, compared to 85 percent in the European Union and the United States. However, Mansour pointed out that key barriers to adopting advanced technologies include implementation costs, infrastructure limitations, and a lack of skilled workers. In the Middle East, 52 percent of business leaders cited high costs as a major obstacle, while 45 percent pointed to infrastructure challenges.
