One of our challenges in this NEW ever changing modern digital knowledge revolution, is how do we bring the "baby boomers" into the "Forth Industrial Revolution".
How do bring the "baby boomers" to the “Fourth Industrial Revolution”
There is a demographically large part of an experienced and economically influential generation in our workforce, born between the end of WWII and the mid-1960s, affectionately known as the “baby boomers”, who have been left behind in the new digital revolution or as many refer to the “Fourth Industrial Revolution”.
Especially, since this growing revolution keeps promising gains in scientific knowledge, human health, economic growth and more, and yet threatens us personally with the prospect of a future in which robots and computers can outperform and replace many human jobs.
How do we stay relevant in todays society and how do we bring that forgotten generation into the NEW digital age without scaring them off?
The “baby boomers” bring experience, know how, relationships, that can add immense value to our workforce and if combined with technology, can easily achieve those productivity gains so sorely needed, and yet they feel they are being left behind, alienated, often ridiculed and excluded.
Adapting to change
To survive this changing global business environment and identify these emerging and disruptive trends, the business and its key people need to be agile and innovative to adapt to the change and grow the business. Yet, most “baby boomers” are adverse to change, so how we we get them to accept that change is inevitable and adapt, because in the past barriers to entry were set very high, but with the new age of the internet and the global reach, those barriers to entry have almost fallen away and the “baby boomers” will be left behind unless they adapt.
The solution, by taking small steps and introducing them to technology that supports their old ways for example like boards and lists, yet in a digital format that allows them to collaborate and communicate with their colleagues, partners & customers.
The case for digitisation and joining that revolution
As new markets emerge, profit pools shift, and digital technologies pervade more of everyday life, it’s easy to assume that the economy’s digitisation is already far advanced. According to latest research, however, the forces of digital have yet to become fully mainstream and this as before the Cover pandemic. On average, industries are less than 40 percent digitised, despite the relatively deep penetration of these technologies in media, retail, and high tech. As digitisation penetrates more fully, it will dampen revenue and profit growth for some, particularly the bottom quartile of companies. Since this pandemic we have witness a seismic shift in companies adapting and converting.
A key part of digitising is prioritising and integrating those 13 key business processes into your Digital Strategy, we have incorporated the 13 APQC business processes into cloud based Trello collaboration tool.
Note: if your are a Utility company, then there is a 14th business process Operate Utility Assets
Bluestone provides proven best practices that enable your company to understand the change, the potential impacts on your business and working with the client to prioritise the changes required to adapt and ensure sustainability.
Bluestone has focused on four key areas to support this change People, Business Strategy, Business Process Optimisation, Service Management and Programme Management/Project Management.
Key to enabling and supporting these changes are innovative funding solutions in a challenging market place
The Bluestone approach, discover our expertise
OUR “BEST PRACTICE” APPROACH
Achieve Your Goals
Understand your people, business, mission and operating structure;
Benchmark it against industry standards;
Transition the people through education and easy to use tools
Develop a digital strategy or case for digital reinvention to meet your business requirements and compete
Prioritise your twelve (12) core APQC business processes needed for change
Combine the key business processes in a easy to use collaboration tools
Assign ownership through RACI principles to those twelve core business processes
Develop the programme (multiple projects) in easy collaboration tools
Define your key high impact Business Services in a business aligned Service Map and your supporting Service Management processes to support this change
Implement Innovative Funding strategies to fund the programme.