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class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Matthias Daub </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Ranja Reda Kouba </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/kate-smaje" class="mdc-c-link-inline___7DRrt_8032924 mdc-c-link-inline--secondary___YKoOK_8032924"><span class="mdc-c-link__label___Pfqtd_8032924">Kate Smaje</span></a><span> </span></span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/anna-wiesinger" class="mdc-c-link-inline___7DRrt_8032924 mdc-c-link-inline--secondary___YKoOK_8032924"><span class="mdc-c-link__label___Pfqtd_8032924">Anna Wiesinger</span></a></span></span></div><div class="mdc-u-grid-col-md-start-8 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-8 mdc-u-grid-col-lg-end-11 ArticleContent_mck-c-article-content__share-tools__kWRRw"></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_8032924 mdc-u-ts-5"><div class="mck-u-links-inline">Companies have to hire the best, but that won’t be enough. They’ll also need to rethink how they reskill and upskill their people.</div></div></div></section><main data-layer-region="article-body" class="mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"><div class="mck-o-sidebar mck-o-xs-right-span"><div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="DownloadsSidebar_mck-c-downloads-sidebar__iFmyt mck-o-xs-right-span"><div data-layer-region="downloads-right-rail"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-c-heading--title___5qyOB_8032924 mdc-c-heading--border___K8dj3_8032924"></h3><div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_8032924"><a data-component="mdc-c-link" href="#/download/%2F~%2Fmedia%2Fmckinsey%2Fbusiness%20functions%2Fmckinsey%20digital%2Four%20insights%2Fhow%20companies%20can%20win%20in%20the%20seven%20tech%20talent%20battlegrounds%2Fhow-companies-can-win-in-seven-tech-talent-battlegrounds.pdf%3FshouldIndex%3Dfalse" class="DownloadsSidebar_mck-c-downloads-sidebar__download-link__fPqFQ mdc-c-link___lBbY1_8032924" target="_self" data-layer-event-prefix="Download Link" data-layer-action="click" data-layer-report-type="" data-layer-file-name="how-companies-can-win-in-seven-tech-talent-battlegrounds" data-layer-report-name="how-companies-can-win-in-seven-tech-talent-battlegrounds>"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mdc-c-icon--size-md___yi5fA_8032924 mck-download-icon"></span><span class="mdc-c-link__label___Pfqtd_8032924"> (8 pages)</span></a></div></div></div></div></div> <p><strong>With the acceleration in digital,</strong> the demands on technology—for speed, flexibility, reliability, security, and value—have radically increased. For CIOs surveying how to transform their organizations, one tricky question is emerging: Where do I find the people to do all the work?</p> <p>Few executives would debate the importance of talent or the difficulty that many have in attracting and keeping top people. But companies nevertheless aren’t treating tech talent with the urgency it demands. Respondents to a recent McKinsey survey report more significant impact from talent transformations than from any other technology-based play. Yet talent transformations are relatively rare. Only 27 percent say their companies have pursued one in the past two years, and just 15 percent believe they will do so in the next two years.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="0c92e74f-ea9d-486d-a823-e14832564bc3"><sup class="FootNote_footnotesup__e73z_">1</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="0c92e74f-ea9d-486d-a823-e14832564bc3" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">McKinsey Global Survey on IT and the Business, August 2020.</span></span></span></a></span></p> <p>Amidst this reality, the increasing complexity of IT systems and the emergence of a broad range of new technologies, from cloud to artificial intelligence (AI) to machine learning, have increased the challenges. One European CEO and football fan explained it this way: if you gave him a big enough budget, he’d be confident he could put together a winning team. But a cricket team? He wouldn’t know where to start, since he doesn’t know anything about the game. He used the analogy to point out how hard it can be for leaders to know what talent they actually need.</p> <p>A few companies, however, have started to crack the code. Companies winning in this arena have identified at a granular level the tech skills they need to build value for the business, have developed a clear view of their present and future talent needs, and are intentional about finding both top talent and adaptable learners. Crucially, these leaders understand that it’s impossible to hire everyone you need; training and reskilling the existing workforce has to be a core part of the strategy to win the talent battle. <a href="/featured-insights/future-of-work/retraining-and-reskilling-workers-in-the-age-of-automation">Some 82 percent of global executives</a> expect that reskilling and upskilling will be at least half of the solution to their persistent skill gaps.</p> <h2>Seven emerging tech-talent battlegrounds</h2> <p>To better understand what tech talent will matter most in the next three to five years, we spoke with hundreds of global CIOs, analyzed talent developments over two years across three global markets, and reviewed more than 30 cross-cutting tech trends. We then mapped relevant skills and roles to the most significant emerging tech trends and business needs. For example, given the increasing importance of using data to make better and faster decisions, the ability to rapidly build infrastructure and architecture for data (data-engineer skills) is likely to become more of a bottleneck than the ability to generate insights (data-scientist skills).</p> <p>Through this analysis, we identified about 4,000 tech skills, which we broke down into seven battlegrounds, or clusters of need. (Note: while cultural and change-management aspects, including social and emotional skills, are also important, our research honed in on tech skills only).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mck-c-content-header"><div class="ContentHeader_mck-c-content-header__eyebrow__cBTe_"></div></div><div class="mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/how%20companies%20can%20win%20in%20the%20seven%20tech%20talent%20battlegrounds/svg-tech-talent-exhibit_0.svgz?cq=50&cpy=Center"/><img alt="The seven emerging tech-talent battlegrounds" src="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/how%20companies%20can%20win%20in%20the%20seven%20tech%20talent%20battlegrounds/svg-tech-talent-exhibit_0.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>Significant skills gaps in these seven areas already exist, and we expect them to become more severe over time. Executives expect skills mismatches in functions that have already started adopting automation and AI technologies, according to <a href="/featured-insights/future-of-work/skill-shift-automation-and-the-future-of-the-workforce">McKinsey Global Institute analysis</a>. The largest percentage of survey respondents (more than 30 percent) ranked data analytics, IT, mobile, and web design as the skills with the highest expectation of a mismatch over the next three years.</p> <p>In Germany, 700,000 additional tech specialists are needed by 2023 to meet the economy’s demand for them.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="8f0353fe-4bf7-41c9-be63-66edeb335d01"><sup class="FootNote_footnotesup__e73z_">2</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="8f0353fe-4bf7-41c9-be63-66edeb335d01" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Julian Kirchherr, Julia Klier, Cornels Lehmann-Brauns, and Mathias Winde, “Future skills: Which skills are lacking in Germany,” Stifterverband and McKinsey & Company, September 2018, stifterverband.com.</span></span></span></a></span> <a href="/capabilities/mckinsey-digital/our-insights/the-new-tech-talent-you-need-to-succeed-in-digital">For agile skills</a>, demand will be four times greater than supply, and for big data talent, 50 to 60 percent greater. Globally, 3.5 million cybersecurity positions are projected to be unfilled in 2021.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="f48a2a42-d49a-4e34-8797-04aa800bd93b"><sup class="FootNote_footnotesup__e73z_">3</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="f48a2a42-d49a-4e34-8797-04aa800bd93b" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Steve Morgan “Cybersecurity talent crunch to create 3.5 million unfilled jobs globally by 2021,” Cybersecurity Ventures, October 24, 2019, cybersecurityventures.com.</span></span></span></a></span></p> <p>In addition to meeting the challenges of filling future roles, technology modernization requires knowledge of how to transition from existing systems, which are often written in outdated programming languages, such as LISP, ALGOL 58, or COBOL, and are understood mostly by an aging workforce.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="6737fddc-c54c-4628-9ab7-bb196bcde502"><sup class="FootNote_footnotesup__e73z_">4</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="6737fddc-c54c-4628-9ab7-bb196bcde502" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Patrick McGeehan, “He needs jobless benefits. He was told to find a fax machine,” <em>New York Times</em>, April 4, 2020, nytimes.com.</span></span></span></a></span></p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-md-span-12"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_8032924"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924"><div>Would you like to learn more about <a href="/capabilities/mckinsey-digital/how-we-help-clients">McKinsey Digital</a>?</div></h3></div></header><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_8032924 mdc-c-link-container--display-column___X0HDD_8032924 mck-c-disruptor1up__content Disruptor1Up_mck-c-disruptor1up__content--links__VV4lE mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="/capabilities/mckinsey-digital/how-we-help-clients/digital-organization" class="mdc-c-link-cta___NBQVi_8032924"><span class="mdc-c-link__label___Pfqtd_8032924">Visit our Digital Organization page</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mck-link-arrow-right-icon"></span></a></div></div></div></div> <h2>Closing the talent gap</h2> <div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="" data-module-gradient-position="bottom-right" class="mck-c-inline-module-container SideBar_mck-c-sidebar__bgimg-wrapper__Qj4Dt mck-o-sm-left-span SideBar_mck-c-sidebar__sidebar-wrapper__Dpjw2 SideBar_mck-c-sidebar__sidebar-wrapper--istablet__IQ6ii mck-u-screen-only mck-c-module-wrapper" data-layer-region="sidebar"><div class="SideBar_mck-c-sidebar__epoAm mck-o-md-center"><div class="SideBar_mck-c-sidebar__share-icons-wrapper__9gB_c"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_8032924 mdc-c-link-container--display-column___X0HDD_8032924 SideBar_mck-c-sidebar__share-icons___eQy6"><div data-component="mdc-c-dropdown-menu" class="mdc-c-drop-down"><button data-component="mdc-c-button" aria-label="" type="button" id="button_id" class="mdc-c-button___U4iY2_8032924 mdc-c-button--ghost mdc-c-button--size-medium mdc-c-drop-down__rootmenu___yJzvz_8032924" aria-expanded="false" aria-haspopup="menu"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mdc-c-icon--default___f-hQM_8032924 mdc-c-icon--size-md___yi5fA_8032924 mck-share2-icon"></span></button><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="" class=""></div></div><button data-component="mdc-c-button" aria-label="Expandable Sidebar" type="button" id="button_id" class="mdc-c-button___U4iY2_8032924 mdc-c-button--ghost mdc-c-button--size-medium SideBar_mck-c-sidebar__toggle-btn__EL8iE" aria-expanded="false" data-layer-event-prefix="UI Item" data-layer-action="click" data-layer-category="sidebar" data-layer-subcategory="open" data-layer-text="open sidebar"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mdc-c-icon--radial___y3csX_8032924 mdc-c-icon--size-xxl___cL3ZT_8032924 mck-plus-no-circle-icon"></span></button></div></div><div class="SideBar_mck-c-sidebar__content-outer__UdWCq"><div class="SideBar_mck-c-sidebar__eyebrow__5GSEq"></div><div class="SideBar_mck-c-sidebar__content__raEwe"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-u-ts-3 SideBar_mck-c-sidebar__content-heading__NJekY"><div>Four archetypes for addressing talent gaps</div></h2><div class="SideBar_mck-c-sidebar__content-description__4p9iI mdc-u-ts-7"><div class="mdc-o-content-body"><p>Four organizational archetypes determine how companies address their tech-talent challenges (exhibit).</p> <h3>The traditionalist: Upskilling</h3> <p>Extensive skills gaps paired with an inability to attract top talent predisposes this archetype to focus on upskilling and reskilling existing employees. Digital learning platforms can help to make training scalable, applicable across locations, and also feasible during COVID-19 restrictions.</p> <h3>The digitizing incumbent: Skilling–hiring mix</h3> <p>This archetype in general still has a large tech-skills gap, especially in quantity of skills, with a slightly smaller gap in quality of skills. In addition to reskilling employees, the focus is on hiring new tech talent, though that can prove to be a challenge.</p> <h3>The emerging digitalist: Redeploying and hiring</h3> <p>The emerging digitalist is prone to focusing on hiring to address a moderate—though widening (due to business growth)—skills gap. In this case, redeploying talent to the most value-generating needs can be particularly effective. Our research reveals that, on average, <a href="/capabilities/mckinsey-digital/our-insights/the-drumbeat-of-digital-how-winning-teams-play">leading companies reallocate digital talent</a> more than five times faster than their peers.</p> <h3>The digital native: Continuous reskilling and hiring</h3> <p>Leadership at digital-native companies is typically aware of technology’s critical role and the need to stay abreast of the competition. If a skills gap arises at all, it is likely to happen because a tech firm undergoes yet another IT paradigm shift, from mobile-first to AI-first, for example. They are then aggressive both in hiring the necessary talent and in reskilling relevant people.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mck-c-content-header"><div class="ContentHeader_mck-c-content-header__eyebrow__cBTe_"></div></div><div class="mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/how%20companies%20can%20win%20in%20the%20seven%20tech%20talent%20battlegrounds/svg-tech-talent-exhibit-sidebar1-v2.svgz?cq=50&cpy=Center"/><img alt="IT organizations typically fall into one of four archetypes, each with varying approaches to closing skills gaps." src="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/how%20companies%20can%20win%20in%20the%20seven%20tech%20talent%20battlegrounds/svg-tech-talent-exhibit-sidebar1-v2.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div></div></div></div></div></div></div> <p>To succeed in the seven tech-talent battlegrounds, companies will need to use a set of well-considered strategies: hiring, reskilling (training employees for new roles), upskilling (training within an existing role), reallocating, and sourcing. Which strategies to pursue depend on a company’s starting point and specific needs (see sidebar “Four archetypes for addressing talent gaps”). For this article, we focus on hiring, reskilling, and upskilling.</p> <p>The first step in closing the skills gap is rigorous discipline in identifying specific talent needs. In a <a href="/capabilities/people-and-organizational-performance/our-insights/unlocking-success-in-digital-transformations">McKinsey survey</a>, nearly twice as many respondents who report successful transformations say their companies set hiring goals based on specific skills needs, compared with respondents whose organizations don’t set those same kind of goals. They do so by evaluating relevant trends, identifying the corresponding skills needed over the next three to five years. Importantly, they identify skills at a level of precision necessary so they can target the right hires and build out relevant training programs.</p> <h3>Hiring practices that work</h3> <p>We have found the following hiring practices to be most effective:</p> <ul> <li><em>Favoring quality over quantity.</em> Given the scale of the need, organizations tend to focus on quantity. However, they should favor quality even more. A single expert or highly skilled engineer is as productive as eight novices. The most effective IT organizations are built around <a href="https://sloanreview.mit.edu/article/its-time-to-reset-the-it-talent-model/">small cadres of high-performance people working in highly self-motivated, self-managing, and agile teams</a>.<br/> <br/> Finding these anchor hires and being prepared to pay more for them is more cost-effective in the long run—and greatly helps in recruiting additional people who want to work with the best. Spotting quality talent is notoriously difficult, however, because companies are often unclear about how to evaluate their talent effectively. Top companies, however, identify top performance through a hierarchy of observable behaviors.</li> <li><em>Finding adaptable learners.</em> Tech talent has always been accustomed to lifelong learning as their fields change and new ones emerge. Technology skills evolve so quickly that focusing solely on credentials and specific skills when hiring is not enough. In addition to specialized talent, the best companies look for “strong talent,” which has the ability to learn and adapt. As one executive said, “We’re not looking for people with skills; we’re looking for people who can learn skills.”<br/> <br/> The flip side of this coin is nurturing an environment for learning. In a survey of IT experts, the majority of respondents said they regard employee training as a crucial driver of career success, even more important than IT certifications.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="074f7933-1941-408e-a3ab-467cdd9b64a8"><sup class="FootNote_footnotesup__e73z_">5</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="074f7933-1941-408e-a3ab-467cdd9b64a8" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“What IT pros think about IT training,” LinkedIn, January 2017, learning.linkedin.com.</span></span></span></a></span> But beyond formal training, the best companies explicitly provide their people with time to learn, budgets to fund experimentation, and access to new technologies, as well as flexible career paths that provide additional learning opportunities.</li> <li><em>“Techies for techies” recruiting.</em> To hire good tech talent, you need to involve your top talent in the recruiting process. The reality is that techies want to talk to techies rather than to HR people with limited tech knowledge.<br/> <br/> Acquiring top talent also requires the use of a broad set of recruiting channels, such as developer conferences and hackathons; an open mind about educational qualifications and an awareness that 85 percent of developers are at least partially self-taught; aspirational goals that inspire; and a demonstrated commitment to building <a href="/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters">a diverse and inclusive</a> workforce.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="514fb7c1-6bd8-4cd4-9c0a-69c3fdf269aa"><sup class="FootNote_footnotesup__e73z_">6</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="514fb7c1-6bd8-4cd4-9c0a-69c3fdf269aa" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Tomas Chamorro-Premuzic and Jonathan Kirschner, “How the best managers identify and develop talent,” <em>Harvard Business Review</em>, January 9, 2020, hbr.org. </span></span></span></a></span></li> <li><em>Moving quickly.</em> Job seekers in the tech world are impatient. Applicants often have various offers and are used to rapid recruiting processes: 57 percent of job seekers are unhappy with the waiting time after an interview, while 23 percent are willing to wait only one week to hear back.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="2fe01407-6a6a-4e44-9f0c-bd43c5402437"><sup class="FootNote_footnotesup__e73z_">7</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="2fe01407-6a6a-4e44-9f0c-bd43c5402437" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“Are you taking too long to hire?,” Robert Half, 2016, roberthalf.com.</span></span></span></a></span></li> </ul> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-lg-span-4 mdc-u-grid-col-md-span-5 Disruptor1Up_mck-c-disruptor1up__image___2Gc4"><picture data-component="mdc-c-picture"><img alt="To emerge stronger from the COVID-19 crisis, companies should start reskilling their workforces now" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/to%20emerge%20stronger%20from%20the%20covid%2019%20crisis%20companies%20should%20start%20reskilling%20their%20workforces%20now/reskilling-5050-hero-1536x1536.jpg?cq=50&mh=145&car=16:9&cpy=Center" loading="lazy"/></picture></div><div class="mdc-u-grid-col-lg-span-8 mdc-u-grid-col-md-span-7"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_8032924"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924"><div>To emerge stronger from the COVID-19 crisis, companies should start reskilling their workforces now</div></h3></div></header><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_8032924 mdc-c-link-container--display-column___X0HDD_8032924 mck-c-disruptor1up__content Disruptor1Up_mck-c-disruptor1up__content--links__VV4lE mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/to-emerge-stronger-from-the-covid-19-crisis-companies-should-start-reskilling-their-workforces-now" class="mdc-c-link-cta___NBQVi_8032924"><span class="mdc-c-link__label___Pfqtd_8032924">Read the article</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mck-link-arrow-right-icon"></span></a></div></div></div></div> <h2>Practical guide for reskilling and upskilling</h2> <p>According to the World Economic Forum, around 54 percent of all employees will need reskilling and upskilling by 2022. Of these, 35 percent will require up to six months of training, 9 percent will need six to 12 months, and 10 percent more than a year.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="90db748c-806d-48e2-8f94-334f097b0092"><sup class="FootNote_footnotesup__e73z_">8</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="90db748c-806d-48e2-8f94-334f097b0092" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline"><em>The future of jobs report 2018</em>, World Economic Forum, September 2018, weforum.org.</span></span></span></a></span> The best programs will focus on the following practices.</p> <h3>Use budget strategically</h3> <p>Reskilling is cheaper than hiring. While reskilling an internal employee may cost $20,000 or less, the cost of hiring often costs $30,000 for recruitment alone, in addition to onboarding training. And new hires are two to three times more likely to then leave.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="8cf57385-5e4f-4021-8008-208c8b392f35"><sup class="FootNote_footnotesup__e73z_">9</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="8cf57385-5e4f-4021-8008-208c8b392f35" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Josh Bersin, <em>Rethinking the build vs. buy approach to talent</em>, General Assembly and Whiteboard Advisors, October 2019, joshbersin.com.</span></span></span></a></span> Large tech players understand this and often opt to invest more significantly in reskilling their workforce.</p> <p>Effective reskilling and upskilling, however, don’t require large outlays. By using existing training budgets more strategically, companies can move away from broad learning programs to targeted learning journeys that focus on top-priority areas for the business. In addition, the courses can be short. Tech-learning providers offer introductory courses that take only a few hours or degree programs that can be completed within three to six months, with less than 15 hours of learning effort per week.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="4cb2cd47-d614-4eba-9b86-e8ba4adc53bd"><sup class="FootNote_footnotesup__e73z_">10</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="4cb2cd47-d614-4eba-9b86-e8ba4adc53bd" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Course overview of online learning providers Udacity and Coursera, 2020.</span></span></span></a></span></p> <h3>Build learning journeys</h3> <p>A learning journey is a set of connected learning experiences that drive sustained performance improvements (exhibit). Learning journeys have been highly effective in closing skills gaps, as they blend a variety of different training formats, such as digital, cohort-based, or on-the job learning.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mck-c-content-header"><div class="ContentHeader_mck-c-content-header__eyebrow__cBTe_"></div></div><div class="mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/how%20companies%20can%20win%20in%20the%20seven%20tech%20talent%20battlegrounds/svg-tech-talent-exhibit-v2.svgz?cq=50&cpy=Center"/><img alt="Individual learning journeys are tailored to specific skills needs over a range of formats." src="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/how%20companies%20can%20win%20in%20the%20seven%20tech%20talent%20battlegrounds/svg-tech-talent-exhibit-v2.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p><a href="/capabilities/people-and-organizational-performance/our-insights/to-emerge-stronger-from-the-covid-19-crisis-companies-should-start-reskilling-their-workforces-now">COVID-19 has accelerated the full digitization of all learning-journey components</a>. These dynamics not only make it possible to scale learning efforts more cost effectively but also offer greater personalization for learners.</p> <p>For example, a leading US insurer identified 15 to 20 critical talent pools among its more than 17,000-strong workforce, to determine the potential of displaced individuals to be reskilled and redeployed. The insurer designed learning journeys to upskill and reskill current roles to the roles of the future, such as the business translator. This learning-journey approach made it possible to reskill or redeploy 40 percent of the overall workforce.</p> <p>In another example, a European regional bank linked its learning journeys to concrete new career paths. In addition to learning-journey-based reskilling, almost all of the more than 30,000 employees used mobile-app digital learning courses to build skills identified as important for the company’s future.</p> <h3>Learning needs to be a top management priority</h3> <p>The CHRO and CIO need to take joint ownership of a business’s tech-training program. The most effective partnerships make sure that their <a href="/capabilities/people-and-organizational-performance/our-insights/the-essential-components-of-a-successful-l-and-d-strategy">training investments align with the company’s overall strategy</a>, establish a governance model with shared ownership among business leaders, continuously assess skills gaps, design targeted learning journeys, and integrate them into HR processes.</p> <h3>Don’t forget your nontech employees</h3> <p>Nontech people need tech skills, too. With the continued importance <a href="/capabilities/mckinsey-digital/our-insights/the-ceos-new-technology-agenda">of technology in driving business value</a>, technology can no longer be relegated to being an “IT thing.” While people on the business side don’t need to know how to code, they do need to learn how to better use technology. The continued democratization of data can also allow for “laypeople” to use data to make better and faster decisions without relying on complex IT processes.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="" data-module-gradient-position="bottom-right" class="mck-c-inline-module-container SideBar_mck-c-sidebar__bgimg-wrapper__Qj4Dt mck-o-sm-left-span SideBar_mck-c-sidebar__sidebar-wrapper__Dpjw2 SideBar_mck-c-sidebar__sidebar-wrapper--istablet__IQ6ii mck-u-screen-only mck-c-module-wrapper" data-layer-region="sidebar"><div class="SideBar_mck-c-sidebar__epoAm mck-o-md-center"><div class="SideBar_mck-c-sidebar__share-icons-wrapper__9gB_c"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_8032924 mdc-c-link-container--display-column___X0HDD_8032924 SideBar_mck-c-sidebar__share-icons___eQy6"><div data-component="mdc-c-dropdown-menu" class="mdc-c-drop-down"><button data-component="mdc-c-button" aria-label="" type="button" id="button_id" class="mdc-c-button___U4iY2_8032924 mdc-c-button--ghost mdc-c-button--size-medium mdc-c-drop-down__rootmenu___yJzvz_8032924" aria-expanded="false" aria-haspopup="menu"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mdc-c-icon--default___f-hQM_8032924 mdc-c-icon--size-md___yi5fA_8032924 mck-share2-icon"></span></button><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="" class=""></div></div><button data-component="mdc-c-button" aria-label="Expandable Sidebar" type="button" id="button_id" class="mdc-c-button___U4iY2_8032924 mdc-c-button--ghost mdc-c-button--size-medium SideBar_mck-c-sidebar__toggle-btn__EL8iE" aria-expanded="false" data-layer-event-prefix="UI Item" data-layer-action="click" data-layer-category="sidebar" data-layer-subcategory="open" data-layer-text="open sidebar"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mdc-c-icon--radial___y3csX_8032924 mdc-c-icon--size-xxl___cL3ZT_8032924 mck-plus-no-circle-icon"></span></button></div></div><div class="SideBar_mck-c-sidebar__content-outer__UdWCq"><div class="SideBar_mck-c-sidebar__eyebrow__5GSEq"></div><div class="SideBar_mck-c-sidebar__content__raEwe"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-u-ts-3 SideBar_mck-c-sidebar__content-heading__NJekY"><div>Even people without ‘adjacent’ skills can be successfully reskilled </div></h2><div class="SideBar_mck-c-sidebar__content-description__4p9iI mdc-u-ts-7"><div class="mdc-o-content-body"><p>Skills adjacency is defined as the proximity between the skills required for two different jobs. Among students at Udacity,<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="107a82ba-3a1e-43ae-8ed3-6fec93640002"><sup class="FootNote_footnotesup__e73z_">1</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="107a82ba-3a1e-43ae-8ed3-6fec93640002" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">McKinsey has a nonexclusive partnership with Udacity.</span></span></span></a></span> a for-profit educational organization offering online technology courses, 67 percent showed high skills adjacency between their previous job and the one they found after completing their courses. Interestingly, however, a significant 33 percent found a new job with only medium or low skills adjacency, indicating that reskilling someone from a nontech role to a tech role can succeed (exhibit).<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="4b90cf19-cabb-4aec-a758-7d1d47310fab"><sup class="FootNote_footnotesup__e73z_">2</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="4b90cf19-cabb-4aec-a758-7d1d47310fab" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Udacity data analysis, nonenterprise, private customers, n = 463, August 2020.</span></span></span></a></span></p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mck-c-content-header"><div class="ContentHeader_mck-c-content-header__eyebrow__cBTe_"></div></div><div class="mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/how%20companies%20can%20win%20in%20the%20seven%20tech%20talent%20battlegrounds/svg-tech-talent-exhibit-sidebar2.svgz?cq=50&cpy=Center"/><img alt="Reskilling can be successful even when skills adjacency is low." src="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/how%20companies%20can%20win%20in%20the%20seven%20tech%20talent%20battlegrounds/svg-tech-talent-exhibit-sidebar2.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div></div></div></div></div></div></div> <p>Furthermore, CIOs often assume that only IT people can be reskilled and typically underestimate the possibility of reskilling employees from nontech departments. But increasing evidence shows that reskilling nontech people for tech roles can be effective (see sidebar “Even people without ‘adjacent’ skills can be successfully reskilled”).<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="be4b6215-bd0a-4924-a6a5-7f63b29da1cd"><sup class="FootNote_footnotesup__e73z_">11</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="be4b6215-bd0a-4924-a6a5-7f63b29da1cd" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline"><em>Coursera blog</em>, “Learned code and switched careers as a developer,” February 24, 2017, blog.coursera.org.</span></span></span></a></span></p> <hr/> <p>Given the rapidly changing nature of business and technology, companies will always be facing technology-skills gaps. But organizations that are willing to dedicate the energy, focus, and resources to continually closing—or, in some cases, even leapfrogging—those gaps can win in the most important talent battlegrounds.</p></div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-c-heading--title___5qyOB_8032924 mdc-c-heading--border___K8dj3_8032924 mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_8032924 mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p><strong>Matthias Daub</strong> is a senior partner in McKinsey’s Berlin office, <strong>Ranja Reda Kouba</strong> is an associate partner in the Vienna office, <a href="/our-people/kate-smaje"><strong>Kate Smaje</strong></a> is a senior partner in the London office, and <strong>Anna Wiesinger</strong> is a partner in the Düsseldorf office.</p> <p>The authors wish to thank the team of Jutta Bodem-Schrötgens, Florent Erbar, Teresa Keller, Anna Lena Robra, Hannah Mayer, Eileen Raßlenberg, Michael Scherbela, Surbhi Sikka, and Thaksan Sothinathan for their ongoing support and drive.</p> <p>The authors also wish to thank Sapana Agrawal, Kerstin Balka, Sven Blumberg, Andrea Del Miglio, Anusha Dhasarathy, Vito Di Leo, Amadeo Di Lodovico, Karel Dörner, Desiree El Chebeir, Peter Jacobs, Shweta Juneja, Naufal Khan, Harald Kube, Mahir Nayfeh, Angelika Reich, Wolf Richter, Scott Rutherford, Henning Soller, Gisa Springer, Richard Steele, and Steve van Kuiken for their contributions to this article.</p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 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class="mdc-c-content-block___7p6Lu_8032924 Card_content-block__pF6Z1"><span>Article - <i>McKinsey Quarterly</i></span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-u-ts-6"><a data-component="mdc-c-link" href="/capabilities/mckinsey-digital/our-insights/the-drumbeat-of-digital-how-winning-teams-play" class="mdc-c-link-heading___Zggl8_8032924 mdc-c-link___lBbY1_8032924"><div>The drumbeat of digital: How winning teams play</div></a></h6></div></div></div></div></div></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"How companies can win in the seven tech talent battlegrounds","displayName":"How companies can win in the seven tech talent battlegrounds","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"cb41c9ad-2d74-46d8-bd55-18662c2f5873","itemLanguage":"en","itemVersion":1,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"683910db-02ba-40ba-92e7-726c880160a9","templateName":"ArticleJSS","placeholders":{"jss-main":[{"uid":"232bb7e9-289f-492d-a916-2b6185e44a84","componentName":"ArticleTemplate","dataSource":"","fields":{"data":{"articleTemplate":{"title":{"jsonValue":{"value":"How companies can win in the seven tech-talent battlegrounds"}},"sEOTitle":{"value":"How companies can win in the seven technology talent battlegrounds"},"description":{"jsonValue":{"value":"Companies have to hire the best, but that won\u0026rsquo;t be enough. They\u0026rsquo;ll also need to rethink how they reskill and upskill their people."}},"sEODescription":{"value":""},"displayDate":{"jsonValue":{"value":"2020-10-19T00:00:00Z"}},"body":{"value":"[[DownloadsSidebar]]\n[[MostPopularArticles 5]]\n\u003cp\u003e\u003cstrong\u003eWith the acceleration in digital,\u003c/strong\u003e the demands on technology\u0026mdash;for speed, flexibility, reliability, security, and value\u0026mdash;have radically increased. For CIOs surveying how to transform their organizations, one tricky question is emerging: Where do I find the people to do all the work?\u003c/p\u003e\n\u003cp\u003eFew executives would debate the importance of talent or the difficulty that many have in attracting and keeping top people. But companies nevertheless aren\u0026rsquo;t treating tech talent with the urgency it demands. Respondents to a recent McKinsey survey report more significant impact from talent transformations than from any other technology-based play. Yet talent transformations are relatively rare. Only 27 percent say their companies have pursued one in the past two years, and just 15 percent believe they will do so in the next two years.[[footnote 1]]\u003c/p\u003e\n\u003cp\u003eAmidst this reality, the increasing complexity of IT systems and the emergence of a broad range of new technologies, from cloud to artificial intelligence (AI) to machine learning, have increased the challenges. One European CEO and football fan explained it this way: if you gave him a big enough budget, he\u0026rsquo;d be confident he could put together a winning team. But a cricket team? He wouldn\u0026rsquo;t know where to start, since he doesn\u0026rsquo;t know anything about the game. He used the analogy to point out how hard it can be for leaders to know what talent they actually need.\u003c/p\u003e\n\u003cp\u003eA few companies, however, have started to crack the code. Companies winning in this arena have identified at a granular level the tech skills they need to build value for the business, have developed a clear view of their present and future talent needs, and are intentional about finding both top talent and adaptable learners. Crucially, these leaders understand that it\u0026rsquo;s impossible to hire everyone you need; training and reskilling the existing workforce has to be a core part of the strategy to win the talent battle. \u003ca href=\"/featured-insights/future-of-work/retraining-and-reskilling-workers-in-the-age-of-automation\"\u003eSome 82 percent of global executives\u003c/a\u003e expect that reskilling and upskilling will be at least half of the solution to their persistent skill gaps.\u003c/p\u003e\n\u003ch2\u003eSeven emerging tech-talent battlegrounds\u003c/h2\u003e\n\u003cp\u003eTo better understand what tech talent will matter most in the next three to five years, we spoke with hundreds of global CIOs, analyzed talent developments over two years across three global markets, and reviewed more than 30 cross-cutting tech trends. We then mapped relevant skills and roles to the most significant emerging tech trends and business needs. For example, given the increasing importance of using data to make better and faster decisions, the ability to rapidly build infrastructure and architecture for data (data-engineer skills) is likely to become more of a bottleneck than the ability to generate insights (data-scientist skills).\u003c/p\u003e\n\u003cp\u003eThrough this analysis, we identified about 4,000 tech skills, which we broke down into seven battlegrounds, or clusters of need. (Note: while cultural and change-management aspects, including social and emotional skills, are also important, our research honed in on tech skills only).\u003c/p\u003e\n[[exhibit 0]]\n\u003cp\u003eSignificant skills gaps in these seven areas already exist, and we expect them to become more severe over time. Executives expect skills mismatches in functions that have already started adopting automation and AI technologies, according to \u003ca href=\"/featured-insights/future-of-work/skill-shift-automation-and-the-future-of-the-workforce\"\u003eMcKinsey Global Institute analysis\u003c/a\u003e.\nThe largest percentage of survey respondents (more than 30 percent) ranked data analytics, IT, mobile, and web design as the skills with the highest expectation of a mismatch over the next three years.\u003c/p\u003e\n\u003cp\u003eIn Germany, 700,000 additional tech specialists are needed by 2023 to meet the economy\u0026rsquo;s demand for them.[[footnote 2]] \u003ca href=\"/capabilities/mckinsey-digital/our-insights/the-new-tech-talent-you-need-to-succeed-in-digital\"\u003eFor agile skills\u003c/a\u003e, demand will be four times greater than supply, and for big data talent, 50 to 60 percent greater. Globally, 3.5 million cybersecurity positions are projected to be unfilled in 2021.[[footnote 3]]\u003c/p\u003e\n\u003cp\u003eIn addition to meeting the challenges of filling future roles, technology modernization requires knowledge of how to transition from existing systems, which are often written in outdated programming languages, such as LISP, ALGOL 58, or COBOL, and are understood mostly by an aging workforce.[[footnote 4]]\u003c/p\u003e\n[[disruptor1up learnmore]]\n\u003ch2\u003eClosing the talent gap\u003c/h2\u003e\n[[sidebar 1]]\n\u003cp\u003eTo succeed in the seven tech-talent battlegrounds, companies will need to use a set of well-considered strategies: hiring, reskilling (training employees for new roles), upskilling (training within an existing role), reallocating, and sourcing. Which strategies to pursue depend on a company\u0026rsquo;s starting point and specific needs (see sidebar \u0026ldquo;Four archetypes for addressing talent gaps\u0026rdquo;). For this article, we focus on hiring, reskilling, and upskilling.\u003c/p\u003e\n\u003cp\u003eThe first step in closing the skills gap is rigorous discipline in identifying specific talent needs. In a \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/unlocking-success-in-digital-transformations\"\u003eMcKinsey survey\u003c/a\u003e, nearly twice as many respondents who report successful transformations say their companies set hiring goals based on specific skills needs, compared with respondents whose organizations don\u0026rsquo;t set those same kind of goals. They do so by evaluating relevant trends, identifying the corresponding skills needed over the next three to five years. Importantly, they identify skills at a level of precision necessary so they can target the right hires and build out relevant training programs.\u003c/p\u003e\n\u003ch3\u003eHiring practices that work\u003c/h3\u003e\n\u003cp\u003eWe have found the following hiring practices to be most effective:\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003e\u003cem\u003eFavoring quality over quantity.\u003c/em\u003e Given the scale of the need, organizations tend to focus on quantity. However, they should favor quality even more. A single expert or highly skilled engineer is as productive as eight novices. The most effective IT organizations are built around \u003ca href=\"https://sloanreview.mit.edu/article/its-time-to-reset-the-it-talent-model/\"\u003esmall cadres of high-performance people working in highly self-motivated, self-managing, and agile teams\u003c/a\u003e.\u003cbr /\u003e\n \u003cbr /\u003e\n Finding these anchor hires and being prepared to pay more for them is more cost-effective in the long run\u0026mdash;and greatly helps in recruiting additional people who want to work with the best. Spotting quality talent is notoriously difficult, however, because companies are often unclear about how to evaluate their talent effectively. Top companies, however, identify top performance through a hierarchy of observable behaviors.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eFinding adaptable learners.\u003c/em\u003e Tech talent has always been accustomed to lifelong learning as their fields change and new ones emerge. Technology skills evolve so quickly that focusing solely on credentials and specific skills when hiring is not enough. In addition to specialized talent, the best companies look for \u0026ldquo;strong talent,\u0026rdquo; which has the ability to learn and adapt. As one executive said, \u0026ldquo;We\u0026rsquo;re not looking for people with skills; we\u0026rsquo;re looking for people who can learn skills.\u0026rdquo;\u003cbr /\u003e\n \u003cbr /\u003e\n The flip side of this coin is nurturing an environment for learning. In a survey of IT experts, the majority of respondents said they regard employee training as a crucial driver of career success, even more important than IT certifications.[[footnote 5]] But beyond formal training, the best companies explicitly provide their people with time to learn, budgets to fund experimentation, and access to new technologies, as well as flexible career paths that provide additional learning opportunities.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003e\u0026ldquo;Techies for techies\u0026rdquo; recruiting.\u003c/em\u003e To hire good tech talent, you need to involve your top talent in the recruiting process. The reality is that techies want to talk to techies rather than to HR people with limited tech knowledge.\u003cbr /\u003e\n \u003cbr /\u003e\n Acquiring top talent also requires the use of a broad set of recruiting channels, such as developer conferences and hackathons; an open mind about educational qualifications and an awareness that 85 percent of developers are at least partially self-taught; aspirational goals that inspire; and a demonstrated commitment to building \u003ca href=\"/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters\"\u003ea diverse and inclusive\u003c/a\u003e workforce.[[footnote 6]]\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eMoving quickly.\u003c/em\u003e Job seekers in the tech world are impatient. Applicants often have various offers and are used to rapid recruiting processes: 57 percent of job seekers are unhappy with the waiting time after an interview, while 23 percent are willing to wait only one week to hear back.[[footnote 7]]\u003c/li\u003e\n\u003c/ul\u003e\n[[disruptor1up readnext]]\n\u003ch2\u003ePractical guide for reskilling and upskilling\u003c/h2\u003e\n\u003cp\u003eAccording to the World Economic Forum, around 54 percent of all employees will need reskilling and upskilling by 2022. Of these, 35 percent will require up to six months of training, 9 percent will need six to 12 months, and 10 percent more than a year.[[footnote 8]] The best programs will focus on the following practices.\u003c/p\u003e\n\u003ch3\u003eUse budget strategically\u003c/h3\u003e\n\u003cp\u003eReskilling is cheaper than hiring. While reskilling an internal employee may cost $20,000 or less, the cost of hiring often costs $30,000 for recruitment alone, in addition to onboarding training. And new hires are two to three times more likely to then leave.[[footnote 9]] Large tech players understand this and often opt to invest more significantly in reskilling their workforce.\u003c/p\u003e\n\u003cp\u003eEffective reskilling and upskilling, however, don\u0026rsquo;t require large outlays. By using existing training budgets more strategically, companies can move away from broad learning programs to targeted learning journeys that focus on top-priority areas for the business. In addition, the courses can be short. Tech-learning providers offer introductory courses that take only a few hours or degree programs that can be completed within three to six months, with less than 15 hours of learning effort per week.[[footnote 10]]\u003c/p\u003e\n\u003ch3\u003eBuild learning journeys\u003c/h3\u003e\n\u003cp\u003eA learning journey is a set of connected learning experiences that drive sustained performance improvements (exhibit). Learning journeys have been highly effective in closing skills gaps, as they blend a variety of different training formats, such as digital, cohort-based, or on-the job learning.\u003c/p\u003e\n[[exhibit 1]]\n\u003cp\u003e\u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/to-emerge-stronger-from-the-covid-19-crisis-companies-should-start-reskilling-their-workforces-now\"\u003eCOVID-19 has accelerated the full digitization of all learning-journey components\u003c/a\u003e. These dynamics not only make it possible to scale learning efforts more cost effectively but also offer greater personalization for learners.\u003c/p\u003e\n\u003cp\u003eFor example, a leading US insurer identified 15 to 20 critical talent pools among its more than 17,000-strong workforce, to determine the potential of displaced individuals to be reskilled and redeployed. The insurer designed learning journeys to upskill and reskill current roles to the roles of the future, such as the business translator. This learning-journey approach made it possible to reskill or redeploy 40 percent of the overall workforce.\u003c/p\u003e\n\u003cp\u003eIn another example, a European regional bank linked its learning journeys to concrete new career paths. In addition to learning-journey-based reskilling, almost all of the more than 30,000 employees used mobile-app digital learning courses to build skills identified as important for the company\u0026rsquo;s future.\u003c/p\u003e\n\u003ch3\u003eLearning needs to be a top management priority\u003c/h3\u003e\n\u003cp\u003eThe CHRO and CIO need to take joint ownership of a business\u0026rsquo;s tech-training program. The most effective partnerships make sure that their \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-essential-components-of-a-successful-l-and-d-strategy\"\u003etraining investments align with the company\u0026rsquo;s overall strategy\u003c/a\u003e, establish a governance model with shared ownership among business leaders, continuously assess skills gaps, design targeted learning journeys, and integrate them into HR processes.\u003c/p\u003e\n\u003ch3\u003eDon\u0026rsquo;t forget your nontech employees\u003c/h3\u003e\n\u003cp\u003eNontech people need tech skills, too. With the continued importance \u003ca href=\"/capabilities/mckinsey-digital/our-insights/the-ceos-new-technology-agenda\"\u003eof technology in driving business value\u003c/a\u003e, technology can no longer be relegated to being an \u0026ldquo;IT thing.\u0026rdquo; While people on the business side don\u0026rsquo;t need to know how to code, they do need to learn how to better use technology. The continued democratization of data can also allow for \u0026ldquo;laypeople\u0026rdquo; to use data to make better and faster decisions without relying on complex IT processes.\u003c/p\u003e\n[[sidebar 2]]\n\u003cp\u003eFurthermore, CIOs often assume that only IT people can be reskilled and typically underestimate the possibility of reskilling employees from nontech departments. But increasing evidence shows that reskilling nontech people for tech roles can be effective (see sidebar \u0026ldquo;Even people without \u0026lsquo;adjacent\u0026rsquo; skills can be successfully reskilled\u0026rdquo;).[[footnote 11]]\u003c/p\u003e\n\u003chr /\u003e\n\u003cp\u003eGiven the rapidly changing nature of business and technology, companies will always be facing technology-skills gaps. But organizations that\u0026nbsp;are willing to dedicate the energy, focus, and resources to continually closing\u0026mdash;or, in some cases, even leapfrogging\u0026mdash;those gaps can win in the most important talent battlegrounds.\u003c/p\u003e"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Article"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":null},"externalPublication":{"value":""},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2020-10-19T00:00:00Z"}},"footnotes":{"value":"\u003col\u003e\n \u003cli\u003eMcKinsey Global Survey on IT and the Business, August 2020.\u003c/li\u003e\n \u003cli\u003eJulian Kirchherr, Julia Klier, Cornels Lehmann-Brauns, and Mathias Winde, \u0026ldquo;Future skills: Which skills are lacking in Germany,\u0026rdquo; Stifterverband and McKinsey \u0026amp; Company, September 2018, stifterverband.com.\u003c/li\u003e\n \u003cli\u003eSteve Morgan \u0026ldquo;Cybersecurity talent crunch to create 3.5 million unfilled jobs globally by 2021,\u0026rdquo; Cybersecurity Ventures, October 24, 2019, cybersecurityventures.com.\u003c/li\u003e\n \u003cli\u003ePatrick McGeehan, \u0026ldquo;He needs jobless benefits. He was told to find a fax machine,\u0026rdquo; \u003cem\u003eNew York Times\u003c/em\u003e, April 4, 2020, nytimes.com.\u003c/li\u003e\n \u003cli\u003e\u0026ldquo;What IT pros think about IT training,\u0026rdquo; LinkedIn, January 2017, learning.linkedin.com.\u003c/li\u003e\n \u003cli\u003eTomas Chamorro-Premuzic and Jonathan Kirschner, \u0026ldquo;How the best managers identify and develop talent,\u0026rdquo; \u003cem\u003eHarvard Business Review\u003c/em\u003e, January 9, 2020, hbr.org. \u003c/li\u003e\n \u003cli\u003e\u0026ldquo;Are you taking too long to hire?,\u0026rdquo; Robert Half, 2016, roberthalf.com.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eThe future of jobs report 2018\u003c/em\u003e, World Economic Forum, September 2018, weforum.org.\u003c/li\u003e\n \u003cli\u003eJosh Bersin, \u003cem\u003eRethinking the build vs. buy approach to talent\u003c/em\u003e, General Assembly and Whiteboard Advisors, October 2019, joshbersin.com.\u003c/li\u003e\n \u003cli\u003eCourse overview of online learning providers Udacity and Coursera, 2020.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eCoursera blog\u003c/em\u003e, \u0026ldquo;Learned code and switched careers as a developer,\u0026rdquo; February 24, 2017, blog.coursera.org.\u003c/li\u003e\n\u003c/ol\u003e"},"contributoryPractice":{"targetItems":[{"displayName":"McKinsey Digital"},{"displayName":"People \u0026amp; Organizational Performance"}]},"aboutTheAuthors":{"value":"\u003cp\u003e\u003cstrong\u003eMatthias Daub\u003c/strong\u003e is a senior partner in McKinsey\u0026rsquo;s Berlin office, \u003cstrong\u003eRanja Reda Kouba\u003c/strong\u003e is an associate partner in the Vienna office, \u003ca href=\"/our-people/kate-smaje\"\u003e\u003cstrong\u003eKate Smaje\u003c/strong\u003e\u003c/a\u003e is a senior partner in the London office, and \u003cstrong\u003eAnna Wiesinger\u003c/strong\u003e is a partner in the D\u0026uuml;sseldorf office.\u003c/p\u003e\n\u003cp\u003eThe authors wish to thank the team of Jutta Bodem-Schr\u0026ouml;tgens, Florent Erbar, Teresa Keller, Anna Lena Robra, Hannah Mayer, Eileen Ra\u0026szlig;lenberg, Michael Scherbela, Surbhi Sikka, and Thaksan Sothinathan for their ongoing support and drive.\u003c/p\u003e\n\u003cp\u003eThe authors also wish to thank Sapana Agrawal, Kerstin Balka, Sven Blumberg, Andrea Del Miglio, Anusha Dhasarathy, Vito Di Leo, Amadeo Di Lodovico, Karel D\u0026ouml;rner, Desiree El Chebeir, Peter Jacobs, Shweta Juneja, Naufal Khan, Harald Kube, Mahir Nayfeh, Angelika Reich, Wolf Richter, Scott Rutherford, Henning Soller, Gisa Springer, Richard Steele, and Steve van Kuiken for their contributions to this article.\u003c/p\u003e"},"authors":{"targetItems":[{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"270837A5255A4843B9DC04298A9986AE","name":"Matthias Daub","authorTitle":{"value":"Matthias Daub"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"D9DB443FEC064E8A878696D91E33BD50","name":"Ranja Reda Kouba","authorTitle":{"value":"Ranja Reda Kouba"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"AEE12AE9396C4B659C312C8E6C3D06D5","name":"Kate Smaje","authorTitle":{"value":"Kate Smaje"},"description":{"value":"Kate is a senior partner at McKinsey and the global leader of McKinsey Digital."},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/kate smaje/smaje_kate_6217_fc-mask_profile_r2_1536x1152.png","alt":"Kate Smaje"},"emailLinks":{"value":"Kate_Smaje@mckinsey.com"},"linkedInUrl":{"value":"https://www.linkedin.com/in/katesmaje"},"description":{"value":"Serves consumer-facing companies on digitally enabled strategy, marketing, operational, and organizational initiatives that will enable the transformation of their businesses"},"locations":{"targetItems":[{"name":"London","displayName":"London"}]},"firmTitle":{"value":"Senior Partner"},"thumbnailImage":{"alt":"Kate Smaje","src":"/~/media/mckinsey/our people/kate smaje/smaje_kate_6217_fc-mask_r2_headshot_988x741.png"},"url":{"path":"/our-people/kate-smaje"}}]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"AF460AD5536D45DF800450A8AF7D771E","name":"Anna Wiesinger","authorTitle":{"value":"Anna Wiesinger"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/anna wiesinger/anna-wiesinger-_fc_mask_profile_1536x1152.jpg","alt":"Anna Wiesinger"},"emailLinks":{"value":""},"linkedInUrl":{"value":""},"description":{"value":"Advises public-and private-sector clients, with a focus on digitalization processes and transformation management for education, employee, job market, and manager development"},"locations":{"targetItems":[{"name":"Dusseldorf","displayName":"Düsseldorf"}]},"firmTitle":{"value":"Partner"},"thumbnailImage":{"alt":"Anna Wiesinger","src":"/~/media/mckinsey/our people/anna wiesinger/anna-wiesinger-_fc-mask_headshot_988x741.jpg"},"url":{"path":"/our-people/anna-wiesinger"}}]}}]},"nonPartnerAuthors":{"targetItems":[]},"interactiveToUse":{"targetItem":null},"enableArticleComponents":{"boolValue":false},"relatedArticles":{"targetItems":[{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"The CEO\u0026rsquo;s new technology agenda"},"url":{"path":"/capabilities/mckinsey-digital/our-insights/the-ceos-new-technology-agenda"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"Technology performance has become critical to business success. 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(exhibit).\u003c/p\u003e\n\n\u003ch3\u003eThe traditionalist: Upskilling\u003c/h3\u003e\n\n\u003cp\u003eExtensive skills gaps paired with an inability to attract top talent predisposes this archetype to focus on upskilling and reskilling existing employees. Digital learning platforms can help to make training scalable, applicable across locations, and also feasible during COVID-19 restrictions.\u003c/p\u003e\n\n\u003ch3\u003eThe digitizing incumbent: Skilling\u0026ndash;hiring mix\u003c/h3\u003e\n\n\u003cp\u003eThis archetype in general still has a large tech-skills gap, especially in quantity of skills, with a slightly smaller gap in quality of skills. In addition to reskilling employees, the focus is on hiring new tech talent, though that can prove to be a challenge.\u003c/p\u003e\n\n\u003ch3\u003eThe emerging digitalist: Redeploying and hiring\u003c/h3\u003e\n\n\u003cp\u003eThe emerging digitalist is prone to focusing on hiring to address a moderate\u0026mdash;though widening (due to business growth)\u0026mdash;skills gap. In this case, redeploying talent to the most value-generating needs can be particularly effective. Our research reveals that, on average, \u003ca href=\"/capabilities/mckinsey-digital/our-insights/the-drumbeat-of-digital-how-winning-teams-play\"\u003eleading companies reallocate digital talent\u003c/a\u003e more than five times faster than their peers.\u003c/p\u003e\n\n\u003ch3\u003eThe digital native: Continuous reskilling and hiring\u003c/h3\u003e\n\n\u003cp\u003eLeadership at digital-native companies is typically aware of technology\u0026rsquo;s critical role and the need to stay abreast of the competition. If a skills gap arises at all, it is likely to happen because a tech firm undergoes yet another IT paradigm shift, from mobile-first to AI-first, for example. They are then aggressive both in hiring the necessary talent and in reskilling relevant people.\u003c/p\u003e\n\n[[exhibit side1]]"}},"aboutTheAuthors":{"jsonValue":{"value":""}},"headline":{"jsonValue":{"value":"Four archetypes for addressing talent gaps"}},"footnotes":{"value":""},"showShareTools":{"boolValue":true},"backgroundColor":{"targetItem":{"key":{"value":"Lightest Grey"},"value":{"value":"lightest-grey"}}},"gradientDirection":{"targetItem":{"key":{"value":"Bottom Right"},"value":{"value":"bottom-right"}}},"renderMode":{"targetItem":{"key":{"value":"Collapsible"},"value":{"value":"default"}}},"isAboutAuthor":{"boolValue":false},"background":{"targetItem":null},"image":{"src":null,"alt":""}},{"mediaID":{"value":"2"},"description":{"jsonValue":{"value":"\u003cp\u003eSkills adjacency is defined as the proximity between the skills required for two different jobs. Among students at Udacity,[[footnote 1]] a for-profit educational organization offering online technology courses, 67 percent showed high skills adjacency between their previous job and the one they found after completing their courses. Interestingly, however, a significant 33 percent found a new job with only medium or low skills adjacency, indicating that reskilling someone from a nontech role to a tech role can succeed (exhibit).[[footnote 2]]\u003c/p\u003e\n\n[[exhibit side2]]"}},"aboutTheAuthors":{"jsonValue":{"value":""}},"headline":{"jsonValue":{"value":"Even people without \u0026lsquo;adjacent\u0026rsquo; skills can be successfully reskilled "}},"footnotes":{"value":"\u003col\u003e\n \u003cli\u003eMcKinsey has a nonexclusive partnership with Udacity.\u003c/li\u003e\n \u003cli\u003eUdacity data analysis, nonenterprise, private customers, n = 463, August 2020.\u003c/li\u003e\n\u003c/ol\u003e"},"showShareTools":{"boolValue":true},"backgroundColor":{"targetItem":{"key":{"value":"Lightest Grey"},"value":{"value":"lightest-grey"}}},"gradientDirection":{"targetItem":{"key":{"value":"Bottom Right"},"value":{"value":"bottom-right"}}},"renderMode":{"targetItem":{"key":{"value":"Collapsible"},"value":{"value":"default"}}},"isAboutAuthor":{"boolValue":false},"background":{"targetItem":null},"image":{"src":null,"alt":""}}]},"boxout":{"results":[]},"globalsidebar":{"results":[]},"video":{"results":[]},"scrollycontainer":{"results":[]},"bespokeinteractive":{"results":[]},"storycontainer":{"results":[]},"interactive":{"results":[]},"sectionheader":{"results":[]},"statementdisruptor":{"results":[]},"fullbleedphoto":{"results":[]},"tocitem":{"results":[]},"quizcontainer":{"results":[]},"generalup":{"results":[]},"twoupmedium":{"results":[]},"accordion":{"results":[]},"factoid":{"results":[]},"promobarwithquote":{"results":[]},"oneupmedium":{"results":[]},"oneupmediumquote":{"results":[]},"gridwall":{"results":[]},"twoupsmall":{"results":[]},"oneclicksubscribe":{"results":[]},"promobar":{"results":[]},"promobanner":{"results":[]},"sectionhero":{"results":[]},"threeuplinklist":{"results":[]},"table":{"results":[]},"explainertooltip":{"results":[]},"isFiveFiftyHorizontalArticle":{"boolValue":false},"fiveFifty":{"results":[]}},"contextItem":{"ancestors":[{"breadCrumbUrl":{"path":"/capabilities/mckinsey-digital/our-insights"},"breadCrumbTitle":{"value":"Our Insights"},"isMiniSite":{"boolValue":false},"displayName":"Digital Insights","template":{"id":"85FF05307883480F9A4C82123F72FFD8"}},{"breadCrumbUrl":{"path":"/capabilities/mckinsey-digital/how-we-help-clients"},"breadCrumbTitle":null,"isMiniSite":{"boolValue":true},"displayName":"Digital","template":{"id":"414C6C64AD35440E9668CF39D8A18CCF"}},{"breadCrumbUrl":{"path":"/capabilities"},"breadCrumbTitle":{"value":"Capabilities"},"isMiniSite":{"boolValue":false},"displayName":"Capabilities","template":{"id":"85FF05307883480F9A4C82123F72FFD8"}},{"breadCrumbUrl":{"path":"/"},"breadCrumbTitle":{"value":""},"isMiniSite":{"boolValue":false},"displayName":"Home","template":{"id":"85FF05307883480F9A4C82123F72FFD8"}}]}}},"placeholders":{"main-area":[],"sidebar-area":[]}}]}},"itemId":"cb41c9ad-2d74-46d8-bd55-18662c2f5873","pageEditing":false,"site":{"name":"website"},"pageState":"normal","language":"en","pageMetaData":{"alternateLanguages":[{"languageCode":"en","displayName":"English","url":"/capabilities/mckinsey-digital/our-insights/how-companies-can-win-in-the-seven-tech-talent-battlegrounds"}],"currentLanguage":"en","navigationLink":"capabilities","activeItemId":"{31935431-A57E-4C69-98DD-6246DDE4D12C}","miniSiteId":"{5E53683D-3533-4DAD-A9EE-A8303E316C02}","officeCode":"","officeDisplayName":"","subscriptionPracticeData":null,"isAlaisedPage":false,"originalHostName":"www.mckinsey.com","updatedDate":"2023-03-04T09:28:59Z","createdDate":"2018-09-28T18:30:29Z","practice":{"isDefaultPractice":false,"name":"Digital","code":"N05","stickyTitle":"Sign up for emails on new Digital articles","stickySubtitle":"Never miss an insight. 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