Daniela: Absolutely. It is a total engine for innovation and it is also an engine for creating something like a company memory of experience and knowledge. Because you can bring together through a single point of entry, a universe of learning opportunities for people.
You have a lot of great people and organizations who can contribute the latest ideas, topics that they want to position and bring to people. We haven’t had this in the past. Imagine a company like Siemens, a large technology company active in so many industries. It means that we need to bring together learning opportunities from, say, a functional perspective. So if you’re in finance or supply chain, we also need to complete it, we call it cross-curricular learning opportunities, which are relevant to everyone, such as languages or communication. We also have a whole panorama of learning available on technology topics, on specific product topics, on specific market topics. It’s a huge panorama of learning opportunities, and everyone needs a subset, and everyone needs a very individual specialized subset. It is a great benefit to be able to adapt to this. And having that approach, I must also say that it is much more efficient and productive because it saves time and money. People can have access to a whole universe. They don’t have to travel, they don’t have to come up with programs where maybe only a certain percentage is relevant to them. It is also very useful to drive the overall success of the business.
Laurel: And part of that business success is digital transformation, right? Adoption and implementation of new technologies such as automation and artificial intelligence. This will create a new division of labor between humans and machines, which will alter jobs worldwide. But as these jobs evolve, new roles will be created with people who have specific advantages over machines and AI, such as management and decision-making, and communication and interaction, all those things in which humans they are really good. How can employers prepare and prepare their employees for this change in automation?
Daniela: Yes, I think it’s something that has been with us for a few years now. But there, again, the speed and also the level of skills required has increased so significantly. I would say it’s almost like a bunch of things you can and should do. As a company, you have to create an identity and, first of all, say that you really think that individual learning and growth are very important. It is a priority for the company, and it needs to be given a positive turn. It’s there for you, it’s there to support you, it starts with you. That’s why we’ve launched a company-wide campaign called MyGrowth.
It is much more than a campaign, it is a global concept and approach. But it’s really designed to inspire and engage people to try out the different experiences we offer and help them navigate and guide them on what they should and can use. Then we also started a goal about learning hours because we were really looking forward to pushing people and saying, “Look, it’s important that you take your time and take it as a priority.”
As for the specific skills you mentioned around automation and digitization, we can include specific strategic issues that we drive in our people. We promote awareness campaigns through learning opportunities. They can be targeted at certain audiences because people also need different skill levels. Or we can push it to scale. This is a very flexible system. If I may give you an example, we have a pocket in our business called Digital Industries Software. It fits very well with what you said. The CEO of this business last year said that we are in a software business, so AI is a major driver for everything we are doing. So my whole organization needs to understand what artificial intelligence is, first and foremost, on a very generic level. But also, people need to understand how we are using it as a technology internally, but also as a driver for our business and software solutions. And then we created different learning pathways for different layers of expertise, and so we were able to bring the whole subject in a very complete way to thousands of people in our Digital Industries business.
Laurel: So you’re doing two things. First, you’re pushing what you think everyone should know and learn, artificial intelligence is a big issue. But then, as you also do assessments of people and their skills to identify skills gaps and then align learning programs with business strategy to basically not just get a return on investment. ? Of course, everything returns to profit, but it also returns the investment in time and experience of the employee. Because that’s also something you’re growing.
Daniela: Yes. And the subject of skills is very hot, I can tell you. It is everywhere and comes from very different lenses and use cases. Technology plays an important role. A platform-based learning ecosystem with a core learning experience platform allows you to get information we never had in the past. We can see what interests people. We can see why and why they are learning, what they are really learning, or what they are not learning, and so they are leaving. If you then multiply it and see it on the workforce in general, you will also see what the hot topics are, what skills are on the horizon. You can see it in certain communities. We have certain communities that, for example, we call digital talent, such as technology talent. And there, you see what the next issues will be on the horizon. And then we can match it as a learning function, do we already have the right learning opportunities for the topics we are looking for? That’s one thing. But that’s more the bottom-up part that’s very important.