KIMBA defines the 5 core dynamics of any business as: Vision, People, Culture, Process, and Technology. All operations and scenarios fall somewhere under or between a configuration of those elements.
We look at Culture as a result, or byproduct, of how a company's Vision lives and breathes through its People. The very nature of Culture as a concept is less predictable and containable than the other 4 elements classified. Therefore, creating a 'Digital Culture,' a buzztask with which nearly every CEO/COO/CMO has been challenged over the last 5-10 years, must start with an examination of both a company's Vision and its People.
Tasked with redefining their corporate Culture, most organizations' impulses have not been to look inward at their own Visions and People, but instead, look elsewhere for new "Digital Talent" to recruit.
The hunger for Digital Talent has swelled over the past 5 years. It used to be that anyone who had an entry-level position servicing ads on DART ended up fighting off recruiters with a stick just 2-3 years into their careers. At KIMBA, we are always asked to refer the best "Digital Talent" to mature businesses, agencies, and startups alike. As the demand mounts, the reality becomes more clear -- not only is Digital Talent hard to come by, but due to demand, people who qualify as Digital Talent are incredibly difficult to retain. In some cases, the existence of and need for Digital Talent as a remedy is entirely mythological -- like hunting for Digital Unicorns.
McKinsey recently published an article on the difficulties of holding down solid Marketing Analysts. In it, they stated only 3.4% of Senior Marketers feel they have the right Digital Talent! Just a month prior, ADWEEK published a similar study, citing interviews with 750 Fortune 500 Ad Execs and did an elementary infographic to help showcase the grim findings. The title of the piece was "There is a Digital Talent Gap."
So, here we are, after all the effort and momentum put into the deep sea scour to acquire Digital Talent, and still NO ONE is satisfied! In fact, the scarcity of talent has become even more bleak and troublesome! Why is this?
Adobe Research recently conducted interviews with 1,004 U.S. Marketers. Their findings boiled down to two key concepts:
1) All Marketers know they need to adapt and change
2) These same Marketers don't believe they know how to change. They don't have the resources or training to meet the challenges that await them
The Adobe findings speak to the missteps made in addressing the Digital Talent shortage. They speak to the reality that KIMBA has examined for some time now.
What most people fail to recognize is the skills they are hiring for have not existed until now. The training for the positions they are trying to fill isn't linear and prescribed as it is in most traditional industries. The training often takes place amidst new business challenges, born from new technologies, and treated with new solutions -- all of which have yet to be traditionally defined or analyzed. This means recruiters need a deep understanding of the business functions for which they are filling roles. That way, they can identify hybrid and cross pollinated talent with a breadth of experience primed for refinement within their organization.
Those fortunate enough to have worked exclusively on forward-thinking, cutting edge Digital projects and products, throughout the past 10 years that such opportunities have even existed, are in a unique class. And within that class, those who live to innovate may never be satisfied working for a traditional organization.
We believe, and have so developed services against the idea, that most companies actually have more "Digital" resource and Talent than they are aware. With the right training, attention, alignment and process implementation against current employees (People), the hunt for Big Foot Digital Talent may not be as necessary.
Realignment of and investment in personnel is an integral part of any Digital Transformation process. Adaptation to the reality of rapidly shifting consumer culture must start on the inside, with an organization's Vision and People.