Next skilling talent for the intelligent automation revolution

Aniket A. Ramekar, Emily J. Bloomquist, Janine R. (Coelho) Kamath and Dorothy A. Larsen
Additional contact information
Aniket A. Ramekar: Strategy Department, USA
Emily J. Bloomquist: Non-Employee Access Program, Mayo Clinic Operational Risk Management Department, USA
Janine R. (Coelho) Kamath: Mayo Clinic International, USA
Dorothy A. Larsen: Strategy Consulting Services Division, USA

Management in Healthcare: A Peer-Reviewed Journal, 2024, vol. 8, issue 4, 315-325

Abstract: The increased use of intelligent automation (IA) is challenging organisations to rethink their business models and focus on agility, consumer centricity, innovation and operations excellence. Recognising the global impact of COVID-19, rapid changes in technology, data-driven decision-making and competition for differentiated talent, the Department of Management Engineering and Consulting (ME&C) prioritised the next skilling of talent to proactively prepare for the increased use of IA. This paper discusses our strategic approach, best practice interventions and diversity of methods to prepare ME&C staff. In alignment with Mayo Clinic’s new strategy to the year 2030, which is a catalyst for staff to develop the skills needed to transform healthcare, ME&C leveraged the 70-20-10 model for learning and development. Various next skilling interventions were adopted to disseminate knowledge and accelerate skill building across the IA continuum of discovery, translation and application. Commercial digital offerings were used, and various Mayo Clinic offerings (eg a series of artificial intelligence [AI] seminars, a journal club and an IA community of practice) were introduced. A crowdsourcing website was created to promote learnings focused on industry insights on AI, robotics, cloud computing, digital transformation and platform scalability. ME&C staff engaged with multidisciplinary teams on the execution of IA strategic priorities. Through diverse interventions, ME&C validated the importance of experimenting, learning from experiences (inside and outside Mayo Clinic) and developing reusable assets such as frameworks and playbooks. While engaging in initiatives that covered a constellation of technologies, staff learnt about the applied value of emerging technologies, business implications and considerations for consumer and staff experiences. We believe that our project will inform other organisations in their quest to build IA capabilities to accelerate business transformation while developing talent.

Keywords: artificial intelligence; intelligent automation; learning; next skilling; talent; upskilling (search for similar items in EconPapers)
JEL-codes: I1 I10 (search for similar items in EconPapers)
Date: 2024
References: Add references at CitEc
Citations:

Downloads: (external link)
https://hstalks.com/article/8612/download/ (application/pdf)
https://hstalks.com/article/8612/ (text/html)
Requires a paid subscription for full access.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:aza:mih000:y:2024:v:8:i:4:p:315-325

Access Statistics for this article

More articles in Management in Healthcare: A Peer-Reviewed Journal from Henry Stewart Publications
Bibliographic data for series maintained by Henry Stewart Talks ().