Instead of thinking of businesses as job creators, maybe we should think of jobs
as business enablers. In “A strategist’s guide to upskilling” (page 66), PwC spe-
cialists Laurent Probst and Christian Scharff argue passionately that when auto-
mation threatens employment, the proper response is neither denial nor panic,
but upskilling: training people in the skills of our new digital reality and match-
ing them to the improved jobs that companies need to fill. You may doubt that a
single initiative can accomplish this, but as the authors describe their experience
in Luxembourg, you’ll see the possibilities.
Other new workforce opportunities include the operations jobs that airline
leaders might create if they followed the advice in “Blockchain’s benefits for the avi-
ation industry,” by Chuck Marx, Rachel Parker Sealy, and Scott Thompson (page
8). Or the marketing jobs made possible by the “return on experience” metric, as
described by Matt Egol in “Three reasons Net Promoter Score is past its prime”
(page 16). Or the “gamification” approach to incorporating AI in your enterprise,
Illu championed by PwC experts Sundar Subramanian and Anand Rao (page 84).
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