Skills for a Digital World

Abstract

This report sets the scene for the discussion of Panel 4.2 "Skills for a Digital World" of the OECD Ministerial Meeting on the Digital Economy, 21-23 June 2016, Cancún (Mexico). It provides new evidence on the effects of digital technologies on the demand for skills and discusses key policies to foster skills development for the digital economy. The report was prepared by Michele Rimini and Vincenzo Spiezia, OECD, for the Working Party on Measurement and Analysis of the Digital Economy (MADE). It was approved and declassified by the Committee on Digital Economy Policy on 13 May 2016 and prepared for publication by the OECD Secretariat. Note to Delegations: This document is also available on OLIS under reference code: DSTI/ICCP/IIS(2015)10/FINAL This document and any map included herein are without prejudice to the status of or sovereignty over any territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city or area. The statistical data for Israel are supplied by and under the responsibility of the relevant Israeli authorities. The use of such data by the OECD is without prejudice to the status of the Golan Heights, East Jerusalem and Israeli settlements in the West Bank under the terms of international law.

Digital Dividend: Policies to Harness the Productivity Potential of Digital Technologies

“…This probably reflects the fact that reaping the benefits of digitalisation generally requires changing business processes, for which good management is crucial. In particular, High-Performance Work Practices (HPWP) can support digital adoption as they can increase firms' internal flexibility to adapt to technological change (OECD, 2016 [17]; Andrews, Nicoletti and Timiliotis, 2018 [12]). 5 While policies cannot directly affect the managerial and organisational performance of firms, good management practices can be promoted indirectly, for example by encouraging their adoption in public administrations and government-owned enterprises or by facilitating students' access to apprenticeship or internship programs.…”

Modeling University Business Incubator For SMEs Digitalisation

“…Some things that according to research [64] need to be anticipated because they are often a limiting factor in the process of digital transformation and technology adoption, namely: (1) ignorance of technology, lack of expertise, incompatibility, confusing ROI, implementation and maintenance costs, and user resistance; (2) security issues, lack of time, lack of use in the working partners' environment, access, integration, updates, and reliability. On the other hand, there are many keys to success in the implementation of digitalization that we can pay attention to, among other things are complementary knowledge-based assets such as organizational & human capital [65], and a supportive environment, where a company or organization can take advantage full of technology, including teamwork and stronger leadership [66] [58]. In addition, MSMEs also require a combination of hard skills (the ability to use technology and analyze large amounts of data) and soft skills (generating ideas and capturing opportunities) to achieve successful digital transformations that they do [67] [68].…”

Adapting business framework conditions to deal with disruptive technologies in Denmark

“…The innovation system is very efficient in some areas such as environment-related technologies where Denmark is a world leader. Innovation strategies launched by the recent Governments put an emphasis on innovation driven by societal challenges such as green growth or health, which will be key for future growth (OECD, 2016 [69]). In May 2018, the Government appointed a growth team of CEOs in green energy and environmental technology to make recommendations to improve the business environment with the objective to use the green transition to boost growth and innovation.…”

“…Commercialisation of the institutions' research results, which is a good indicator of knowledge transfers from public research institutions to the rest of the research community, is also limited. The share of patent applications from public research institutions has more than doubled between 2003 and 2013, but remains below the OECD average (OECD, 2016 [69]). In December 2017, a new research and innovation strategy was launched, including initiatives to strengthen research in technology and technology transfers from universities to business.…”