GLOBE October 2017 October 2017 - Page 33

GLOBE - Growth.Leadership.Organisation.Business.Education 32 4

organizational agility. There needs to be an understanding that mentoring guidance will continue to decline, and should be replaced with alternate approaches, and that the operational data and the semantic information gleaned from the social interactions be used as a knowledge base to provide mentoring guidance. Consequently, it is recommended that organizations provide opportunities for collaboration among their employees and the flexibility to support the strengths of individual skill sets to deliver IS solutions.

SIGNIFICANCE OF THE STUDY

Insights gleaned from this study could help organizations develop strategic approaches to capture and retain knowledge, improve organizational learning, and effectively manage intellectual capital. Also, the study may influence the operation of different types of organizations, such as education, government, and non-profits.

the remaining members must assist in the recreation of the relationships by finding commonalities among new team members and working toward team objectives to achieve organizational goals.

It is important that organizations align their delivery practices to endorse multiple avenues including outsourcing to mitigate Baby Boomer retirement risks. Since there is a shift of intellectual capital moving to the outsourced organization, organizations need to be cognizant of the shift and establish a balance between their employees and outsourced organizations to sustain competitiveness. The research data also presented the urgency of the need to retire legacy systems that are no longer adding unique business value by transforming the capabilities to Cloud and Software as a Service (SaaS) environments, which the multigenerational global workforce can develop and support.

It is recommended that organizations re-evaluate their work processes for achieving organizational agility.