Neoskilling for digital transformation and the artificial intelligence revolution

Table of content
Chapter 1 The Need for Neoskilling – Beyond Reskilling

1.1 What Is Neoskilling?

1.2 Meeting the Challenges

1.3 The MINIMEC Trap

1.4 Create, Capture, Deliver Value

1.5 Competing Values Framework

1.6 The Theory of Business (ToB)

1.7 Michael Porter’s Value Chain and Digital Skills

1.8 Flow and Matching of Skills



Chapter 2 Ownership – The Buck Stops Here

2.1 The Role of Leaders

2.2 Industry Ownership for Reskilling

2.3 Government Owning Reskilling

2.4 Professionals Owning Reskilling

2.5 The Challenges Faced for Reskilling

2.6 Accountability in the Organization

2.7 Metrics to Measure the Impact



Chapter 3 The Hierarchy of Reskilling

3.1 Hard Skills vs. Soft Skills for Interpersonal Roles

3.2 Mental Metamorphosis for Forming Well-Meshed Teams

3.3 How Strategic Is Reskilling?

3.4 Skill Anticipation for Neoskilling

3.5 The Cycle of Skilling

3.6 The Impact of Automation

3.7 Using Perrow’s Classification of Technology for Determining Employability



Chapter 4 Socially Inclusive Reskilling – Digital for All

4.1 Reskilling beyond Enterprises – Stages of Inclusive Growth

4.2 Skill Development for Reaping Digital Dividends

4.3 Approaches to Socially Inclusive Reskilling

4.4 Technology for Socially Inclusive Reskilling



Chapter 5 Industry Analysis

5.1 Digitization across Industry Sectors

5.2 Information and Communication Technology – Most Impacted

5.3 Banking, Financial Services and Insurance (BFSI) – Waiting to Be Impacted the Most

5.4 Automotive and Engineering – The Most to Innovate

5.5 Consumer Packaged Goods – B2B2C Model with e-Commerce

5.6 Process-Based Industries – Inward Looking

5.7 Industry-Specific Reskilling Efforts



Chapter 6 Conclusion – Making It Happen

6.1 Travails of Implementing Reskilling in Interorganizational Networks

6.2 The Political Economy Framework

6.3 Organizational Citizenship Behavior for Motivation

6.4 Change Management Imbibing a Culture for Lifelong Learning

6.5 Second-Order Environment

6.6 Measuring the Digital Spend

6.7 The Mythological Perspective

Managers reskill their teams, to meet today’s needs. Leaders think ahead, for the futuristic long-term needs of their organization and the overall ecosystem to excel and reap the benefits of Digital Transformation we are undergoing - “neoskilling” in short. Neoskilling is holistic and beyond formal class-room training, requiring a mental metamorphosis. It includes soft skills, cultural aspects and instills a higher-order thinking in individuals and groups in preparation for the Workplace of the Future. Leaders must avoid a strategically Myopic, INtellectually IMpoverished, Ethically Challenged, obtuse management approach, ensuring that they do not fall into the MINIMEC trap as they undertake this journey. For influencers and policymakers, neoskilling helps in socially inclusive growth, taking digitization and its benefits beyond corporates to every section of the society and for employability.