Abstract
Digital transformation processes are transforming jobs organically, which may lead to unintended consequences. When jobs are not transformed strategically and proactively, transformation processes may be ineffective and even truncated for organizations. For the current workforce of an organization undergoing such a process, this may mean a psychological downward spiral, resulting in unemployment and the attrition of stable jobs. The negative consequences for individuals and for society could be significant. A shift in paradigm is necessary, where strategy and culture are developed based on an integrated vision of the future of organizations, covering people, business and technology. This can be captured in the format of an integrated competency framework and should be accompanied by an implementable training plan that aligns with the needs of businesses and individuals. Finally, policy and the availability of commercial training offerings are key to enable the shift.
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Acknowledgements
The authors would like to acknowledge the personal contributions of Paul Rowlett (Managing Director, AMTC), Ross Trepleton (Chief Engineer, Component Manufacturing Technology MTC) and Paul Shakespeare (Consultant—Education and Skills, HVMC), as well as the support of the National Centre for Additive Manufacturing, the Advanced Manufacturing Training Centre and the High Value Manufacturing Catapult.
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Huertas, L., Egner, H., Dury, M. (2020). The Shift from Stable Jobs to Dynamic Careers in Digital Manufacturing. In: Feldner, D. (eds) Redesigning Organizations. Springer, Cham. https://doi.org/10.1007/978-3-030-27957-8_29
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DOI: https://doi.org/10.1007/978-3-030-27957-8_29
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