2IT’S LEARNING. JUST NOT AS WE KNOW IT.Forewords|3 Introduction |6 Staying Still Is Not An Option|7 Intelligent Technologies Will Reconfgure Roles|9 Intelligent Technologies Are Subverting the Skills Mix|14 Solving the Skills Crisis In Three Steps|16 Are You Ready to Transform Learning In Your Organization|28 Appendices |30 CONTENTS The issue at hand is one I take very seriously:Employers face a global skills crisis that could holdback the economic promise of intelligenttechnologies. Well beyond today’s talent shortages,digital innovations will continually and rapidly alterthe demand for skills in the future. Incrementalchanges to our education and corporate learningsystems will not be suffcient. In response to this crisis, business leaders mustcompletely rethink how to prepare their workforces,from anticipating the skills their organizations willneed, to how they will help people learn and applynew skills throughout their careers. For leaderslooking to drive growth in an incredibly competitiveand rapidly changing business environment,investing in people is both responsible and costeffective. The good news is that skills development is, itself,undergoing rapid advances. This report examinesthe potential of new learning opportunities andoffers recommendations for businesses,entrepreneurs and policy makers. Among the recommendations, we call for teachingapproaches that encourage individuals to develop arange of both technical and innately human skills,like empathy and critical thinking. We advocate agreater commitment to experience-based skillsdevelopment, like on-the-job learning andapprenticeships. And we describe how engagingand adaptive techniques can support morepersonalized, lifelong learning—especially in olderworkers and those in low-skill roles, who are oftenexcluded from education and skills programs. As a professional services company, Accenture’speople make the difference in driving innovation anddelivering high-quality services to clients. Indeed,we are tackling skills challenges head on. We haveinvested in large-scale skill building that leveragesthe latest advances in learning sciences, digitalapplications and experiential techniques. These helpour people develop diverse talents—combiningcreativity, analytical and digital skills. In thecommunities where we work, we are extendingapprenticeship programs to facilitate youth on-the- job learning. We are also supporting disadvantagedpeople as part of our Skills to Succeed program,which is on target to equip more than three millionpeople with the skills needed to get a job or to builda business. We are proud to once again support the B20 as itshapes the education and skills agenda. We arepleased as well to collaborate with the G20 YoungEntrepreneurs Alliance (G20 YEA) to offer freshinsights and recommendations for policy makersworking hand-in-hand with organizations. We hopeour unique analysis, combined with our ownexperience of reimagining skills development, willhelp businesses and policy makers take thenecessary steps forward. PIERRE NANTERME Chairman & CEO, Accenture Foreword 3IT’S LEARNING. JUST NOT AS WE KNOW IT. Call it the skills paradox: Small businesses and fast- growing enterprises are drivers of the technologyinnovations and digital business models that arereshaping our world. But as these technologiesdisrupt the nature of work, smaller businesses areoften the least able to reskill their own people. The sheer scale and complexity of continuouslyreskilling workers can overwhelm organizations thatlack the capacity to invest in training. According tothe OECD, workers in small and medium sizedenterprises (SMEs) are 50 percent less engaged intraining programs than those at largerorganizations.i As the G20 YEA puts the skills agenda at theforefront of discussions at the G20 and B20meetings that culminate in Argentina this year, it istime for entrepreneurs to take advantage of newlearning techniques and approaches that will helpcreate an adaptable future workforce more costeffectively than ever before. The growing demand for new approaches tolearning also presents small enterprises withtremendous opportunities for disruptive growth inthe fast-changing education and training sectors.Whether they offer technology or learninginnovations to larger organizations and educationalinstitutions, the most imaginative entrepreneursmust be on the lookout.We are delighted to have worked with Accenture toscope the impact of the digital revolution on skillsand jobs and to demonstrate how experientiallearning can be a catalyst for addressing the skillschallenge for large and small businesses alike.We trust that this report will help policy makers andleaders of educational institutions put in place theinvestments, incentives and infrastructure that willtransform the way we teach and learn.BRUNO SANGUINETTI Chair, G20 YEA Argentina Foreword IT’S LEARNING. JUST NOT AS WE KNOW IT. 4。。。。。。