5 Minutes With PwC's Amanda Line on Digital Leadership
1. Define digital leadership, and what it means to be a digital leader?
Leadership has always required a specialised set of skills, such as curiosity, empathy, and decisive action. In today’s world, there is an urgent need for a new type of leader – one who has a digital mindset and has the skills to drive transformation. With the ever-expanding spectrum of new technologies, we need a new wave of digital leaders who not only understand the application of intelligent technologies in the workplace, but also know how to enable and empower their teams - and that comes from frequent upskilling. Digital leaders are represented across numerous sectors and industries, with a common goal to drive a culture of innovation and transformation.
2. What do you believe are the essential traits of a digital leader?
Knowledge of digital and data literacy is a given essential to have a strong command of the future economy. In my opinion, what’s even more important are human-centric skills. It is the soft skills such as communication, resilience, emotional intelligence, and entrepreneurial thinking that are pivotal in this new-age digital world.
Despite the demand for future skillsets, we’re currently facing the biggest skills shortage of our lifetime. PwC’s Middle East CEO survey highlighted that 80% of CEOs believe that a shortage of skills in the workforce is one of the key threats to their organisation’s growth prospects.
Part of our drive at PwC’s Academy Middle East in leading the upskilling revolution in the region is to facilitate lasting change. We deliver innovative and practical training, that includes both digital and soft skills components, for individuals and organisations across industries to create a truly future-ready workforce in the Middle East.
3. How have these traits changed since the outbreak of COVID-19, or have they remained the same but their significance has grown?
Prior to the pandemic, the World Economic Forum set an ambitious target to upskill one billion people by 2030. This was initiated to tackle the 75 million jobs expected to be displaced by automation and AI by 2022. Since Covid-19, the window of opportunity to reskill has become shorter in the newly constrained labour market.
The way we live, work and learn has changed drastically, placing digital technologies at the forefront. The pace of change has accelerated the need for upskilling and reskilling. In many organisations and economies, this crisis has highlighted the discrepancy between the skills people have and those needed for jobs in the digital world.
4. What was the role of a digital leader when the initial outbreak happened?
The need for digital leadership was brought to the forefront by the pandemic. With the huge transition to work from home (WFH), strong leadership has helped guide and steady employees, and ensure continued productivity. Leaders who understand the application of technologies in the workplace have been able to create new drivers for success, including streamlining operational systems, mindful connection of their employees and improved agility in the workplace.
5. How has that role evolved and what are the next steps for digital leaders going forward in 2021 and beyond?
Eighty-four percent of employers are set to rapidly digitalise working processes, including a significant expansion of remote work—with the potential to move 44% of their workforce to operate remotely. This is a very significant change towards a digital future. Technology is moving at a rapid pace, and having digital skills is no longer a ‘good to have’, it is critical to business success. Leaders and employees alike must adapt to a cycle of constant learning and upskilling to remain competitive.
6. How do these roles mentioned compare to pre-COVID?
Digital leaders were in demand before the pandemic, but now there is an additional urgency for a pipeline of talent with the skills to implement new technologies in the workplace. In order to create sustainable success, digital technologies must be adopted as a core business strategy – and upskilling is key. In 2020, PwC’s Academy introduced a number of qualifications in the region to support training for the digital economy, including the region’s first qualification for AI, the Certified Artificial Intelligence Practitioner (CAIP).
7. Whilst the initial strategy for digital leaders was to survive the outbreak, what is the strategy for digital leaders as they look to thrive going forward?
We will see more sophisticated technologies being integrated into the workplace, driven by digital leaders. To support these transformations, we will need to close the existing skills gap, and ensure that younger generations are prepared for the future workplace.
Young professionals will need huge investment in education and skills development. This requires a collaborative effort from governments, private organisations and education providers. In the Middle East for example, PwC’s Academy is working with the regional governments to upskill the national talent for future leadership roles. We also work with the private and public sector for upskilling solutions in finance, tax, HR, marketing, leadership and management, graduate development, digital transformation to name a few. It is this multi
faceted approach to upskilling that will help our region to thrive.
5 minutes with... Janthana Kaenprakhamroy, CEO, Tapoly
Founder and CEO of award-winning insurtech firm Tapoly, Janthana Kaenprakhamroy heads up Europe’s first on-demand insurance platform for the gig economy, winning industry awards, innovating in the digital insurance space, and leading with inclusivity.
Here, Business Chief talks to Janthana about her leadership style and skills.
What do you do, in a nutshell?
I’m founder and CEO of Tapoly, a digital MGA providing a full stack of commercial lines insurance specifically for SMEs and freelancers, as well as a SaaS solution to connect insurers with their distribution partners. We build bespoke, end-to-end platforms encompassing the whole customer journey, but can also integrate our APIs within existing systems. We were proud to win Insurance Provider of the Year at the British Small Business Awards 2018 and receive silver in the Insurtech category at the Efma & Accenture Innovation in Insurance Awards 2019.
How would you describe your leadership style?
I try to be as inclusive a leader as possible. I’m committed to creating space for everyone to shine. Many of the roles at Tapoly are performed by women and I speak at industry events to encourage more people to get involved in insurance/insurtech. Similarly, I always try to maintain a growth mindset. I think it’s important to retain values to support learning and development, like reliability, working hard and punctuality.
What’s the best leadership advice you’ve received?
Build your network and seek advice. As a leader, you need smart people around you to help you grow your business. It’s not about personally being the best, but being able to find resources and get help where needed.
How do you see leadership changing in a COVID world?
I think the pandemic has proven the importance of inclusive leadership so that everyone feels supported and valued. It’s also shown the importance of being flexible as a leader. We’ve had to remain adaptable to continue delivering high levels of customer service. This flexibility has also been important when supporting employees as everyone has had individual pressures to deal with during this time. Leaders should continue to embed this flexibility within their organisations moving forward.
They say ‘from every crisis comes opportunity’, what opportunities do you see?
The past year has been challenging, but it has also proven the importance of digital transformation in insurance. When working from home was required, it was much harder for insurers to adjust who had not embedded technology within their operating processes because they did not have data stored in the cloud and it caused communication delays with concerned customers at a time when this communication should have been a priority, which ultimately impacts the level of customer satisfaction. This demonstrates the importance of what we are trying to achieve at Tapoly in driving digitalisation in insurance and making communication between insurers and distribution partners seamless.
What advice would you give to your younger self just starting out in the industry?
Start sooner, don’t be afraid to take (calculated) risks and make sure you raise enough money to get you through the initial seed stage.