This week we launched the culmination of three years of research into leadership and HR strategies for one of the world’s leading “superworker companies.”
Over three years ago, I started the GWI (Global Workforce Intelligence) project. We used EightFold’s data intelligence to explore the skills, duties, and HR strategies of hundreds of companies across six industries (healthcare, consumer banking, consumer goods, pharmaceuticals, automobiles, insurance). For each industry group (where you can dive into the details of each industry in Galileo), we analyzed the skills and skills history of millions of employees against our peers.
We then segmented the best performers (pacesetters) in each industry and understood how they differed.
We were hoping that pacesetters would have deep industrial and technical skills, but our research found something different. When tracked over time, “expertise seekers” were not the only companies ranked as the top 10% performers in each industry. They were “fast learners.”
In other words, what’s important in today’s business isn’t “what you know,” but “how fast you learn.” The most important skills we need are learning, adapting, innovation and changing skills.
Long ago, we were taught to innovate with Edge. I created standalone innovation and R&D teams, experimented with new ideas and technologies, and then tested opportunities for change. Don’t ruin your core, as the proverb says.
Our data shows that this is not the case.
Top performance companies (Toyota, JPM Chase, DBS, Tesla, Microsoft, Mastercard, Travelers, Zurich, New York, L’Oreal) are market experts, but are willing to change at the core. They invest heavily in high-tech, redesigning jobs, and reinventing business models.
For example, DBS is shifting IT and operational skills from digital to AI, creating an internal talent market for skills. Mercy Health has built a flexible, accidental work model that allows people to flexibly handle new clinical roles and improve their personal skills. MasterCard has redesigned recruiting to find high gaze skills.
From skills to growth
Looking at the actual data, we found some findings. These are important lessons in this new AI world.
Pacesetter companies are investing in change teams, workshop facilitation and dynamic programs for talent mobility. They promote and celebrate work mobility and career reinvention, investing time and money in “retraining” and “continuous skill development.”
As they say in the army, the army only does two things. They fight and train. And when they’re not fighting, they’re trained. High-power companies are the same. No one is “completely skilled” and it is expected that all projects, leaders and internal teams will learn continuously.
When technology like AI arrives, pacesetters quickly learn, experiment and reinvent. They not only “train people” with AI, but also question how they do business and apply AI as a conversion tool.
Six secrets as keys to AI conversion
We see that AI conversion is not about technology, it’s about all people. And pacesetters have strong muscles for change.
1. AI conversion for growth, not cost control
2. Continuous innovation at the core
3. Productivity-based work redesign
4. Human resource density: quality of skill rather than quantity
5. From change management to agility changes
6. Full body HR® with AI
Join us on your journey to Superworker Company. If you would like to evaluate your team against a pacesetter, please contact us.
Additional Information
The secret of the pacesetter
The rise of superworkers: how AI will change business and HR
Reinventing L&D: Join the revolution
