| |January 201819CIOReviewmanner, accessible to everyone, and quickly. Thus the three capabilities we believe are key to building Digital Talent are Innovation, Narration and Digitisation. 3. Organisation: The organisa-tions of the Digital world are becom-ing increasingly agile. They need to be quick on decisions and actions. The traditional organisation hierar-chical structure is vanishing and Pro-ject based organisation structure is becoming the norm. Levels are dis-appearing and organisations are be-coming more flat. As the world gets interconnected more, and the client base becomes global, organisations are forced to change themselves into global organisations. Mindset is changing from enterprise to En-trepreneurial. What we need to look for is Talent that will work in that Agile, Project Based, Flat, Global, Entrepreneurial organisation of the Digital world of tomorrow. Based on these three Drivers and the challenges associated with them, Talent development professionals have to recast their strategy. A model of 4 to $4 strategy was adopted by us to drive this change in our organisation. 1. Expected Outcomes: While the final outcome of any Talent development strategy remains Client success and Business Growth, we need to augment the Expected outcomes with Building a digital culture and Creating an Engaged and Diverse workforce. This set of expected outcomes require organisations to focus on the following three pillars. 2. Experience: The world is moving into a mindset where the user experience is king. This is true in Talent development too. Traditional ways of learning and Talent development is passé. Learners are looking for world-class experiences. Talent development professionals need to provide Device agnostic, Just in time learning opportunities, delivered using multi-mode systems. A culture of Self driven learning is the need of the hour. Intelligent curation becomes a key aspect if Self Driven learning is to take root. 3. Enablement: Talent develop-ment needs to be enabled through various ways. Some of the items we have seen working are Creating and nurturing centers of excellence and Thought leadership within the Talent Development organisation itself. In other words, Talent devel-opment professionals cannot be suc-cessful merely by "administering" to the process. In addition we need to create Learning platforms which are digital and easy to search, access and record. The good news is that we don't have to build everything from scratch. The start-up culture out there helps us to build a partner eco-system that will assist us in this enablement. Talent development professionals need to smartly build this eco-system with the most ap-propriate partner. 4. Engagement: Engaging di-verse constituencies of learning is a challenging task itself. The good news is that Millennial Learning is not limited to the Talent of the Millennial generation alone. With efforts, other generations can also adapt to Millennial Learning meth-odologies. Having insight into the actual user's needs provides the nec-essary connection to the big picture for learners. Anthropology, Design Thinking, Design for Happiness etc are things that help put a greater purpose to what the learners learn, and thus engage them well. When we expect others to innovate, Learn-ing needs to be innovative too. Un-derstanding competencies required for the Digital world of tomorrow and being able to narrate them us-ing the right analytics significantly enhance the engagement levels of the learners. When we start implementing this 4to4 strategy, we will see that there are certain focus areas that emerge. As a breakthrough technology, blockchain is also transforming the way we buy and sell property these days
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