Chapter 3
Skills
Skills
Skills
Monday 13 May 2024
Monday 13 May 2024
Jas Bassi
Gateley
Reuben Boughton
GW
James Hobbs
HSBC
Mike Lewis
WMGC
Mike Morgan
Hays
Kate Tague
BOA
Michelle Storer
Hays
Prof. Abdul Hamid Sadka
Aston Uni
Mark Simpson
GW
Peter Wainwright
ERIKS
Introduction
Introduction
In our latest chapter, we focused on skills. We gathered insights from our group on the most sought-after personality traits. We then aligned this with our ‘team of now’, including its structure and essential roles. Now, we are shifting our focus to the future.
What might the enterprise IT team look like in the next 3 years. How will AI & Automation affect the makeup of our team of the future?
We created a simple framework that we believed would help us shape the skills and roles of tomorrow: Define, Build, Govern.
Below, we’ve provided a snapshot of the ‘teams of now’ that our two groups created. You can view these in more detail in Asset 2: Skills in supply and demand.
In our latest chapter, we focused on skills. We gathered insights from our group on the most sought-after personality traits. We then aligned this with our ‘team of now’, including its structure and essential roles. Now, we are shifting our focus to the future.
What might the enterprise IT team look like in the next 3 years. How will AI & Automation affect the makeup of our team of the future?
We created a simple framework that we believed would help us shape the skills and roles of tomorrow: Define, Build, Govern.
Below, we’ve provided a snapshot of the ‘teams of now’ that our two groups created. You can view these in more detail in Asset 2: Skills in supply and demand.
How we created the team of the future:
How we created the team of the future:
Using our framework, each tech leader received four magnets to propose crucial existing or new roles in the AI & Automation era. This sparked an engaging debate as we shaped our vision for creating business value within our IT teams moving forward.
AI & Automation, alongside advanced machine learning models like OpenAI, Bert, Claude, and Gemini, are evolving rapidly in their capabilities. This exercise may look significantly different next year as these technologies progress in what they excel at and where human guidance remains essential.
Here are the insights and roles our group identified:
Using our framework, each tech leader received four magnets to propose crucial existing or new roles in the AI & Automation era. This sparked an engaging debate as we shaped our vision for creating business value within our IT teams moving forward.
AI & Automation, alongside advanced machine learning models like OpenAI, Bert, Claude, and Gemini, are evolving rapidly in their capabilities. This exercise may look significantly different next year as these technologies progress in what they excel at and where human guidance remains essential.
Here are the insights and roles our group identified:
The team of the future insights:
The team of the future insights:
As IT leaders, staying ahead in the rapidly evolving landscape of technology and artificial intelligence (AI) is crucial. Our recent analysis of the "team of the future" has uncovered three main findings that highlight the pivotal areas for developing a robust and forward-thinking IT strategy & team. These insights emphasise the importance of governance, the emergence of new skill sets, and the enduring relevance of core IT roles.
As IT leaders, staying ahead in the rapidly evolving landscape of technology and artificial intelligence (AI) is crucial. Our recent analysis of the "team of the future" has uncovered three main findings that highlight the pivotal areas for developing a robust and forward-thinking IT strategy & team. These insights emphasise the importance of governance, the emergence of new skill sets, and the enduring relevance of core IT roles.
Insight 1
New skills are really based around governance. Control is key whether it is around security, or the creation and implementation of specific guardrails. Naturally CEO’s and business leaders want to ensure that with the adoption of Gen AI, that data security is number one on the business agenda.
New skills are really based around governance. Control is key whether it is around security, or the creation and implementation of specific guardrails. Naturally CEO’s and business leaders want to ensure that with the adoption of Gen AI, that data security is number one on the business agenda.
Insight 2
Prompting is seen as the new superpower, and this is reflected as roles reliant on prompting are seen in all three categories.
Governance
The validation of AI and automation is vital, ensuring the right prompts are used. Understanding what business value you are getting from new processes sits with this. What the cost to the business? What’s the effort for the business? And finally what’s the risk to the business?
Define
Specialists in prompting to interact with all the specific foundational models is vital. This role at least initially will become hugely sought after and expensive to recruit for. Understanding what models are best utilised for what specific tasks will become a business critical science.
Build
Repeatability and incremental gains in the way we automate our processes will also be a valuable role in our enterprises. This will be no different with prompting the models. It will become an engineering discipling to ensure the results are measurable and repeatable.
Prompting is seen as the new superpower, and this is reflected as roles reliant on prompting are seen in all three categories.
Governance
The validation of AI and automation is vital, ensuring the right prompts are used. Understanding what business value you are getting from new processes sits with this. What's the cost to the business? What’s the effort for the business? And finally what’s the risk to the business?
Define
Specialists in prompting to interact with all the specific foundational models is vital. This role at least initially will become hugely sought after and expensive to recruit for. Understanding what models are best utilised for what specific tasks will become a business critical science.
Build
Repeatability and incremental gains in the way we automate our processes will also be a valuable role in our enterprises. This will be no different with prompting the models. It will become an engineering discipling to ensure the results are measurable and repeatable.
Insight 3
The more mature roles in IT delivery won’t be going anywhere. Enterprise challenges such as architecture, integration, security, businesses analysis etc. The roles around these challenges will naturally evolve but we can’t see these roles disappearing, they will remain critical in custom software development.
The more mature roles in IT delivery won’t be going anywhere. Enterprise challenges such as architecture, integration, security, businesses analysis etc. The roles around these challenges will naturally evolve but we can’t see these roles disappearing, they will remain critical in custom software development.
Conclusion
Conclusion
For IT leaders, the future team demands a balanced approach that incorporates new skills while reinforcing traditional roles. Emphasising governance, developing & unearthing prompting capabilities, and maintaining the strength of core IT roles will position your team for success in the future. By focusing on these key areas, you can drive innovation, ensure security, and deliver significant business value in the age of Gen AI.
For IT leaders, the future team demands a balanced approach that incorporates new skills while reinforcing traditional roles. Emphasising governance, developing & unearthing prompting capabilities, and maintaining the strength of core IT roles will position your team for success in the future. By focusing on these key areas, you can drive innovation, ensure security, and deliver significant business value in the age of Gen AI.
If you have any questions or queries please contact one of our Board Members:
Reuben Boughton
Mike Morgan
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Join the conversation
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Got a question or want to get involved? Let us know!
Reuben Boughton
07970 254394
reuben.boughton@griffiths-waite.co.uk
Mike Morgan
07852907506
mike.morgan@hays.co.uk
Reuben Boughton
07970 254394
reuben.boughton@griffiths-waite.co.uk
Mike Morgan
07852907506
mike.morgan@hays.co.uk
Got a question or want to get involved? Let us know!
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Reuben Boughton
07970 254394
reuben.boughton@griffiths-waite.co.uk
Mike Morgan
07852907506
mike.morgan@hays.co.uk
Got a question or want to get involved? Let us know!
Powered by:
Back to top
Reuben Boughton
07970 254394
reuben.boughton@griffiths-waite.co.uk
Mike Morgan
07852907506
mike.morgan@hays.co.uk
Got a question or want to get involved? Let us know!
Powered by:
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