ULTRA-condensed knowledge

Opportunity, Be mindful of workplace hierarchies to optimize digital transformation, MIT SMR

By attending to existing workplace hierarchies during skill transformation, leaders can best ensure that their organizations and employees gain the skills they need to compete amidst rapid digitization and automation.
Our new study found that corporate leaders who are engaged in skill transformation need to be mindful of workplace hierarchies during three types of skill transformation: upskilling, reskilling, and “newskilling.”

Lesson learned, Strategies to bolster the success of training initiatives

While new research suggests that workplace hierarchies can impede learning efforts, there are strategies to bolster the success of training initiatives.

Alert, By 2022, 54% of all employees will require significant upskilling

By 2022, 54% of all employees will require significant upskilling, according to the World Economic Forum.

Lesson learned, Upsetting fundamental status hierarchies can impede learning

Upsetting fundamental status hierarchies can impede learning, particularly when senior employees perceive that those junior to them are benefiting the most from a workforce transformation.

Lesson learned, Frictions between digital natives at the junior level and their more senior coworkers

Frictions between digital natives at the junior level and their more senior coworkers initially led employees to struggle to pick up the skills they needed and slowed digital transformation efforts.
When junior employees benefited more from transformation than did senior employees, this created backlash, especially among more senior employees who saw their status undermined.
But at sites where leaders systematically attended to existing workplace hierarchies during skill transformation, employees were more successful in learning digital, critical thinking, and communication skills.

“genioux fact fast solution" condensed as an image

Condensed knowledge

Classical CONTEXT of the Digital Age

CONTEXT the Golden Knowledge Path ("GKPath") digital highway

"genioux facts", the online programme on MASTERING “THE BIG PICTURE OF THE DIGITAL AGE”, builds The Golden Knowledge Path (GKPath) to accelerate everyone's success in the digital age.

The inverted mini pyramid of knowledge that is essential to travel on the Golden Knowledge Path ("GKPath") highway.

g-f(2)256 The Big Picture of the Digital Age (5/2/2021), geniouxfacts, The fundamental knowledge mini-pyramid for traveling on the "GKPath" highway.

g-f(2)261 The Big Picture of the Digital Age (5/5/2021), geniouxfacts, You are unique. Grow without limits in the digital age.
g-f(2)257 The Big Picture of the Digital Age (5/3/2021), geniouxfacts, At any moment you take the fastest path (GKPath) to your greatness.
g-f(2)254 The Big Picture of the Digital Age (5/1/2021), geniouxfacts, The Golden Knowledge Path (GKPath) to accelerate everyone's success.
g-f(2)260 The Big Picture of the Digital Age (5/4/2021), geniouxfacts, Alerts, Warnings and Relevant Lessons Learned Traveling at High Speed on GKPath.

The big picture of the digital transformation (6/30/2021)

Multiple updates for those traveling at high speed on GKPath

Opportunity, Be mindful of workplace hierarchies to optimize digital transformation, MIT SMR

By attending to existing workplace hierarchies during skill transformation, leaders can best ensure that their organizations and employees gain the skills they need to compete amidst rapid digitization and automation.
Our new study found that corporate leaders who are engaged in skill transformation need to be mindful of workplace hierarchies during three types of skill transformation: upskilling, reskilling, and “newskilling.”

Lesson learned, Strategies to bolster the success of training initiatives

While new research suggests that workplace hierarchies can impede learning efforts, there are strategies to bolster the success of training initiatives.

Alert, By 2022, 54% of all employees will require significant upskilling

By 2022, 54% of all employees will require significant upskilling, according to the World Economic Forum.

Lesson learned, Upsetting fundamental status hierarchies can impede learning

Upsetting fundamental status hierarchies can impede learning, particularly when senior employees perceive that those junior to them are benefiting the most from a workforce transformation.

Lesson learned, Frictions between digital natives at the junior level and their more senior coworkers

Frictions between digital natives at the junior level and their more senior coworkers initially led employees to struggle to pick up the skills they needed and slowed digital transformation efforts.
When junior employees benefited more from transformation than did senior employees, this created backlash, especially among more senior employees who saw their status undermined.
But at sites where leaders systematically attended to existing workplace hierarchies during skill transformation, employees were more successful in learning digital, critical thinking, and communication skills.

Category 2: The Big Picture of the Digital Age

[genioux fact deduced or extracted from MIT SMR]

This is a “genioux fact fast solution.”

Tag Multiple updates for those traveling at high speed on GKPath

Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).

Type of validity of the "genioux fact".

Inherited from sources + Supported by the knowledge of one or more experts + Supported by research.

Authors of the genioux fact

Fernando Machuca

References

Why Workplace Hierarchies Matter in Skill Transformation, Katherine C. Kellogg, June 30, 2021, MIT Sloan Management Review, MIT SMR.

About the AUTHORS

Katherine C. Kellogg

Katherine C. Kellogg is the David J. McGrath Jr. Professor of Management and Innovation and a professor of business administration at the MIT Sloan School of Management.

Kate's research focuses on helping organizations implement new technologies, on-the-ground in everyday work, to improve decision making, collaboration among diverse experts, and learning in a time of rapid digital transformation. She shows how organizations can gain user acceptance of new technologies by including users in the technology design process, providing training to give employees the skills they need to work with new technologies, and designing new technologies with employees in mind.

Kate's current projects examine the collaborative implementation of machine learning-based tools for clinical decision support in healthcare organizations and the implementation of online training for frontline healthcare workers.