scholarly journals Employees' Digital Competency Development in the Construction and Automotive Industrial Sectors

2021 ◽  
Author(s):  
Anastasiia Mazurchenko ◽  
Martin Zelenka
Keyword(s):  
Competency Development ◽  
Industrial Sectors ◽  
Digital Competency

The Journey of Uplifting: First Ever Petroleum Development Oman Corporate Digital Competency Development Program

2021 ◽  
Author(s):  
Hilal Mudhafar AL-Riyami ◽  
Hamed Ali Al Subhi
Keyword(s):  
Task Force ◽  
Development Program ◽  
Pilot Project ◽  
Digital Transformation ◽  
Competency Framework ◽  
Digital Learning ◽  
Competency Development ◽  
Digital Competencies ◽  
Digital Competency ◽  
Petroleum Development

Abstract With capability training becoming ever important, our Pilot in-house developed and run program during COVID-19 delivered a comprehensive digital learning ecosystem which enabled participants to develop their digital skills and competencies. The digital learning journey empowered Petroleum Development Oman (PDO) staff to become ambassadors working in collaboration to enable their department digital plans. Building on international best practices, uplifting our engineers to become data scientists will drive direct business value in an efficient decentralized manner and cater for the ever-growing demand for digital transformation. As PDO embarks into the digital world, the program offered participants customized learning paths enabling them to utilize technology to optimize their daily operations, increase efficiency and effectiveness. Also the program enabled staff to get hands-on exposure to digital projects and what other companies in the sector add a practicing in the space of digital transformation. Hence, participants have built the required digital muscle and competencies to drive PDO digital agenda and bring value to the business. With the vision of promoting and pioneering our talent and organization as future ready, the program played a vital role in reshaping PDO's image in coping with the Volatile, Uncertain, Complex and Ambiguous (VOCA) working environment. The program started as a pilot project covering a specific number of PDO staff to build their digital competencies and experiment with various learning paths and tools. Also, the program focused on on-boarding their managers into the program to fully understand the added value of launching a 19 week program with diverse approaches to build their staff's skills. Moreover, one of the key goals of the pilot project is to test various mentorship and coaching approaches to ensure higher completion rates from all participants and cater for their technical challenges. As PDO working towards corporate digital strategy, the program is paving the way to build a robust training and competency framework, a task force capable of driving change and forward looking plans. With the successful results of the pilot, replication of the methodology and maturing the program is now being taken by PDO Information technology department to corporately build digital muscle within PDO value chain. As a result of participants' first pilot project and implementation posts evaluation assessment, the management endorsed the launch of cohort 2 for the program tackling a bigger number of staff and expanding the range of competencies to tackle in the areas of data science, machine learning and personal intelligence. One of the key learnings which was implemented in cohort 2, is building a comprehensive stakeholder map and alignment plans to ensure the right path of corporate scale beyond and benefit a bigger audience within the corporate. For example, multiple workshops and engagement sessions have been done with PDO Learning Academy and technical coaches in different departments to match the outcomes from cohort 2 and the aspiration of PDO building digital competency framework. In addition, PDO digital competency development program has aspired to build an ecosystem within the organization and in collaboration with external stakeholders like universities, e-learning platforms and technical partners to ensure sustainability of such initiatives and their scalability beyond PDO. The program sparked many conversations within the ecosystem to build collaborative teams and joint task force to investigate how we can build digital competencies for our staff and as well for startups to encourage growth from various aspects.

scholarly journals The Challenges of Digital Competency Implementation Towards World-Class Bureaucracy

2021 ◽  
Vol 17 (2) ◽  
pp. 259-274
Author(s):  
Benedicta Retna Cahyarini ◽  
Ladiatno Samsara
Keyword(s):  
Public Sector ◽  
Industrial Revolution ◽  
Competency Development ◽  
Technology Infrastructure ◽  
The Public ◽  
Qualitative Descriptive ◽  
Work Habit ◽  
World Class ◽  
Digital Competency ◽  
The Government

Industrial revolution 4.0 creates various improvements toward technology utilisation in every sector, offering efficiencies in every part of life. As a consequence, the government needs to respond to it in public service practices. Therefore, digital competency is mandatory for Indonesian civil servants. Due to the lack of civil servant's competency in technology usage and the bureaucratic environment, the Indonesian government sees this as a big challenge. Moreover, digital competency improvement must be carried out from both training and development in terms of competency development. Thus, using a qualitative descriptive method with a desk study review from various literature sources, such as books and news (printed and online), this paper offers an overview of the challenges and solutions in implementing digital competency in the public sector, both internally and externally. Internally, the technology utilisation solutions are focused on technology infrastructure improvement, strengthening civil servant's competencies, work habit transformation, and organisational relations. On the other hand, from the external side, the solution comes from the contract-based government employee’s (PPPK) recruitment and collaboration with the private sector, as often done by many government agencies. However, whatever solution is chosen, strengthening the usage of information technology in the public sector will always face challenges.

Economic Production Inventory model with the associated costs of internet advertising to acquire customers residing worldwide

2014 ◽  
Vol 12 (9) ◽  
pp. 3921-3926
Author(s):  
Ritha Prakash ◽  
Nivetha Martin
Keyword(s):  
Modern Technology ◽  
Inventory Model ◽  
Internet Advertising ◽  
Advertising Strategy ◽  
Technology Acquisition ◽  
Industrial Sectors ◽  
Economic Production ◽  
Production Inventory ◽  
Short Span

In recent times, we are witnessing the technological revolution which provides access to tremendous changes in all the fields including the industrial sectors. The notable benefit of the modern technology is quick accomplishment of complex tasks within a short span of time, which has motivated the manufacturers to imbibe novelty techniques in the production process to enhance the quality of the product so as to retain its market position amidst the competitors. As globalization has gained more concern, the manufacturers employ internet advertising strategy to elevate the product to international level and to propagate the attributes of the products to the customers residing worldwide. In this paper an EPQ inventory model is developed in which the associated costs of technology, acquisition of local and international customers via internet advertising costs are included, a numerical example is also presented to validate the model.

The technological transformation of Russia's industrial sectors: Difficulties and prospects

2020 ◽  
Vol 16 (9) ◽  
pp. 1674-1697
Author(s):  
O.P. Smirnova ◽  
A.O. Ponomareva
Keyword(s):  
Production Method ◽  
Industrial Sector ◽  
The State ◽  
Industrial Complex ◽  
Economic Activities ◽  
Resource Saving ◽  
Technological Transformation ◽  
Modern Approach ◽  
Industrial Enterprises ◽  
Industrial Sectors

Subject. The article focuses on contemporary trends in the industrial and socio-economic development of Russia during the technological transformation of its sectors. Objectives. The study is an attempt to analyze what opportunities and difficulties may arise for the development of the industrial sectors in Russia. We also examine the dynamics of key development indicators of the industrial sectors, point out inhibitors of their competitiveness. Methods. The methodological framework comprises general methods of systems, structural-functional and comprehensive approaches to analyzing economic phenomena. We applied graphic, economic-statistical methods of research, conventional methods of grouping, comparison and generalization, and the logic, systems and statistical analysis. Results. We display how industrial sectors develop over time by type of economic activities. The article provides the rationale for structural rearrangements and further innovation-driven development of the industries. We display that the Russian industries technologically depend om imported production technologies. We substantiate the renewal of assets and technologies at industrial enterprises, and retain and develop human capital. Conclusions and Relevance. Primarily, the Russian economy should be digitalized as a source of the long-term economic growth. Notably, industrial enterprises should replace their linear production method with that of the circular economy and implement resource-saving innovative technologies. The State evidently acts as the leading driver of technological retrofitting of the industrial sector. If the State holds the reasonable and appropriate industrial policy at the federal and regional levels and configure its tools to ensure the modern approach to developing the industries in a competitive fashion, the industrial complex will successfully transform into the innovative economy.

The Information Technologies’ Education in the Second Grade – Prerequisites for the Formation of Digital Competency

2018 ◽  
Vol 9 (2) ◽  
pp. 370-376
Author(s):  
Krasimira Dimitrova ◽  
◽  
Dimona Georgieva ◽  
Diyana Andonova ◽  
◽  
...  
Keyword(s):  
Information Technologies ◽  
Second Grade ◽  
Digital Competency
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