Intelligent CIO Middle East Issue 21 | Page 79

EDITOR’S QUESTION DR TERRI SIMPKIN, HIGHER AND FURTHER EDUCATION PRINCIPAL, CNET TRAINING A s economies speed headlong into a period variously recognised as the ‘second machine age’ or the fourth industrial revolution, rampant technological advancements are a key characteristic of the time. Organisations in the Middle East join others around the world in predicting constraints to growth, a mismatch of skills due to changes in IT demands and competition for talent across different sectors including engineering, aviation, construction and professional services. The data centre sector is, of course, no better off due to rapidly changing business models, shifting customer demand and skills shortages across most technical occupations. But what should be done? The response is complex and often stretches across many areas. Organisations must look at the shift in capability demands. It has recently been reported that 53% Middle Eastern organisations are set to reduce spending on IT in 2017 . However, advances in artificial intelligence and automation will shift the focus of IT capability requiring imminent development of new skills to just keep pace with changes in the way IT is deployed in organisations. CTOs, CIOs and other IT strategists in the data centre sector specifically must identify how their capability needs will shift and prepare for it with current staff rather than relying on a new wave of skilled personnel to simply turn up and be available for work. One response is to better identify current and emerging skills gaps and invest in targeted, sector specific education and development rather than generic training that is likely to be outdated almost immediately. The World Economic Forum (WEF) recently reported that the www.intelligentcio.com Middle East is deriving only 62% of its full human capital potential. In simple terms this means that current investments in people are not being fully leveraged. Skills wastage, the mismatch of learning and education within the roles that are available, is a key factor and an issue in the IT and data centre sector. Indeed, the WEF found that 21% of core skills in the Gulf Cooperation Council region will be different in 2020 than in 2015. The data centre sector is susceptible to this shift and is at risk of finding itself with a workforce that is unfit for purpose if investment in emerging skills needs is not made. Partnering with sector specific education providers is one of the smartest strategies to achieve return on education spend and an increase in technical productivity. Technical skills, of course, are important, but higher on the list of requisite capabilities are soft skills. The capacity to communicate effectively, to work in a collaborative fashion, to innovate and resolve complex problems with creativity are key skills that are inherent in emerging IT and data centre roles and are less likely to be replicated by automation. These skills will be common to many roles as the IT skills landscape shifts. “Organisations in the Middle East join others around the world in predicting constraints to growth, a mismatch of skills due to changes in IT demands and competition for talent across different sectors including engineering, aviation, construction and professional services.” Overall, the Middle East is in a position to make some key decisions about its IT workforce and that of the data centre in particular. Rapid change, under- utilisation of labour and investment in enduring soft skills must be addressed. So too, the demand for technical skills must be addressed by utilising sector specific education partners if the region is to prepare for imminent capability challenges. n INTELLIGENTCIO 79