ABeam DX Insight No.10 DX Talent - Three DX Talent Models -

Discovering and developing optimal talent for DX promotion is crucial. When considering future full-scale business model transformation, conversion to DX talent will be required at each organizational level, and the requirements for DX talent are sure to become more sophisticated. This article explains the DX talent models for advancing business model transformation.

First, when considering business model transformation, talent who can contribute to the examination of innovation strategies and business model design geared toward transformation are required. It is important, therefore, to allocate DX talent not only at the field level but at the middle and upper levels as well.

To realize transformation to a new business model by digital utilization, it is necessary to define more advanced talent models beyond the talent model definitions focused on technical skills. While it may seem that there are minor differences in these talent models, the models can be sorted into the following types.

(1) Business innovator
Defining a vision and purpose based on a future vision of society and industry is indispensable for business model transformation by DX. A role of sparking innovation in the business by formulating strategies based on a defined vision and purpose is expected. There is a need for talent who can lead this series of processes.

(2) Business designer
Uncovering potential customer issues is essential to transformation into a new business model. There is a need for talent who can examine digital utilization backed by abundant business knowledge and lead value creation.

(3) Solution architect
Following the uncovering of potential customer issues, there is a need for talent who can create businesses with unique value based on deeper knowledge of digital technology than business.
 
Given the need for close collaboration between the business function and the IT technology function in the execution of a DX strategy, talent who can flexibly switch between the two are crucial. To promote mutual understanding between these functions, talent who can understand IT technology while serving in the business function ((2) above) and talent who can understand business while serving in the IT function ((3) above) are key personnel, and talent who can lead such human resources based on a future concept ((1) above) will promote DX by bringing the different elements together.

It is important to define such DX talent models and start efforts to discover and develop human resources inside and outside the company.