No one can escape the x-ray vision of social media platforms. We are all leaving traces of what we are doing, and nothing is as brutal as the archive in the world wide web. Analysis and search tools such as Crystal Knows and Pipl have created a worldwide database of millions of profiles seemingly overnight with free access and reward systems.
We are experiencing a cacophony of voices across all of the available communication channels. The ambient noise makes it difficult to pick out which noises are relevant.
Maintaining an overview demands the special skills that we identified in our Talentor Future Lab along with the FAS Institute: high cognitive agility paired with the ability to solve complex problems and a dose of self-reflectiveness. These meta-skills are difficult to acquire and are prerequisites for the ability to learn, which makes agile leadership possible in the first place. The pharmaceutical and health care industries must become much more adaptable if they want to rise to the challenges of cost and efficiency pressure and the ever increasing volatility of the marketplace.
The primary weaknesses in the current workforce cannot be solved with artificially intelligent search algorithms because these algorithms cannot tell how well a person is suited for and can be integrated into an existing company structure; that requires a personal interview and aptitude diagnostics regarding skills and potential. There is no proof that digitalisation can cope with either of these issues in the medium term.