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If a zombie apocalypse hits the world tomorrow, who would be most likely to survive?
I’m guessing survivalists who stocked up on food and medical supplies. They could also be outdoor enthusiasts with skills in navigation, trapping and defying the elements. Or maybe they were physically strong, who developed the ability to fight, move and endure with each morning’s gym class.
One thing is certain: they would be the people who would lay the groundwork for unexpected events. While this scenario is fanciful, the past few years have taught us to prepare for the unexpected.
Australia has withstood the pandemic and extreme weather swings and is now going through ongoing economic turbulence. In the business world, two of the biggest shifts have been the rise of artificial intelligence (AI) and the escalating and evolving cyber threat.
Artificial intelligence has exploded into the mainstream this year through generative AI tools like ChatGPT. These technologies are used by millions of people every day to research topics and write reports. At the more extreme end, AI tools detect lung cancer faster than doctors and design parts for spaceships.
The risks and opportunities are such that leaders around the world are holding dedicated summits and rushing to regulate the use of the technology.
Cybercrime is growing in tandem with the widespread adoption of technology, but Australians really took notice when a number of major brands were breached last year. Attacks against local entities are increasing every year, and a recent survey by the Australian Institute of Criminology confirmed that almost a quarter of respondents had fallen victim to malware. Only eight percent of them formally reported the crime, suggesting the true numbers are much higher.
You may be well versed in this information, but imagine five years ago you read that in the future we were being carried into space by robots and our identities were being traded between criminals on the dark web.
In the words of mathematician John Allen Paulos, “uncertainty is the only certainty there is.” And just like hypothetical gym-goers facing a zombie apocalypse when it comes to navigating obstacles and opportunities with technology, leaders must work to build digital muscle.
Ending digital reactivity
Organizations that look to the future will be better equipped to deal with its inevitable challenges and opportunities. Just think back to when telecommuting was mandated at the start of the pandemic. Those with cloud capabilities were able to make the transition quickly, while those without had to implement the first video conferencing software they encountered, with disruptions to work and service.
Now imagine an organization with no cyber awareness or protection has its systems compromised. Teams would be unable to detect, let alone remediate, an attack, and a criminal would have unrestricted access to systems, customers’ personal information, and private financial records. They may even hold a company for ransom.
By the time the problem is resolved and leaders are left digging through the wreckage of reputational and financial damage, the company is so far along in digital innovation that it is dusted by its competitors.
Compare that to a company with clear cyber protocols, a mix of tech-savvy employees, and a healthy pipeline of digital research. With all bases covered, any threat would be defeated upon arrival and employees would already be thinking about new products and services to launch or ways to make their workers’ jobs easier.
A key part of building digital muscle is really ensuring that every employee has advanced digital appreciation and capabilities. Not only because of the persistent technology skills shortage, which means overburdened IT teams are often slower to address business needs as they arise, but also because workers increasingly expect this option.
A recent survey found that 67 percent of public service workers in Australia and New Zealand would leave their jobs if they weren’t given the opportunity to improve their digital skills. With more than a third of Australian workers planning to leave their current employer in the next 12 months, attention to these needs is imperative.
Digital skills should not be limited to strictly digital fields, as technology permeates every aspect of the working world. Even jobs that don’t typically fall into the knowledge worker category—such as retail assistants, field engineers, and chefs—require the use of technology.
This could include using a biometric finger scan to register attendance at work, ordering supplies online or using a drone to survey a plot of land. Understanding how this technology works, as well as its risks and limitations, is essential to staying ahead.
None of us knows what tomorrow will bring, but we do know the speed at which technological innovation can take hold. To be in the best possible place to mitigate threats and seize opportunities, organizations simply need to start preparing now – before the proverbial zombie bites.
Jarrod McGrath is the author of ‘The Digital Workforce’ and the recently released ‘The Modern CEO’. He is also the CEO of Smart WFM, a global workforce and human capital management consultancy.
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