Bridging the Great Skills Gap with Hybrid IT-Business Professionals

Decades of working at the intersection of technology and business have shown me one persistent challenge: bridging the IT-business divide. This divide is not just an operational issue; it’s a significant obstacle to innovation, growth, and staying competitive in today’s fast-paced market. The delicate IT-business balancing act is akin to the interplay of elements in a chemical reaction. When elements combine just so, the result can be a catalyst for change. But without alignment, even the best tools and talent can fail to spark innovation.

Driven by AI and hybrid cloud computing, the digital revolution is accelerating at warp speed. While these emerging technologies hold great promise for enterprises, they will also require a fundamentally multifaceted set of skills. The old model, where IT and business exist in distinct silos, is fast going extinct. Working in isolation, IT experts and business strategists cannot meet the demands of today’s interconnected environment. It’s no longer about we build it and they use it. Organizations need a different kind of professional to evolve — hybrid thinkers, professionals who seamlessly merge technical expertise with business acumen to unlock real value.

The real work begins with shifting priorities to address the “Great Skills Gap.” The World Economic Forum estimates that 50% of today’s global workforce needs to upskill or reskill to remain relevant — a figure expected to climb to 90% by 2030. Left unaddressed, this gap could result in a global GDP loss of up to $15 trillion by the same year. Scaling these statistics down to the organizational level shines a light on a stark reality: the ripple effects of unprepared workforces could disrupt entire industries, hindering growth and innovation. Addressing this challenge isn’t just about acknowledging the skills gap — it requires proactive, systemic changes that redefine how we develop, nurture, and align talent with the demands of a rapidly evolving landscape. This shift demands not just a new mindset but also a commitment to action, including rethinking traditional approaches to workforce development and collaboration.

To truly close this gap and equip our workforce for the challenges ahead, organizations must rethink how they hire, train, and collaborate. Here are just a few of the actionable ways to bridge the skills gap and create an environment where business-minded IT professionals can thrive:

Break down silos

Innovation requires a symbiotic relationship between IT and business teams. When combined, diverse points of view can create something much larger than the sum of its parts. Much like chemical bonds that form more potent compounds, breaking down barriers creates better solutions.

We need to train our teams to think of technology as not a solution in and of itself but, rather, a solution to get very specific business outcomes. This alignment makes sure that every deployment is meaningfully contributing to organizational goals.

We also need to invest heavily in upskilling our workforce, designing programs that encourage employees to step outside their comfort zones. For example, we can balance technical training with project work in a business outcome-focused environment. It’s not just about understanding how to use a tool, but why it is essential and how it will impact the greater organization. In many ways, it’s like teaching chemistry behind something, not just the formulae, so that a deep understanding of the forces at play is developed with expected outcome in mind upfront.

Go all-in on skills-based hiring

The demand for hybrid professionals coincides with a broader shift toward skills-based hiring.

An increasingly popular approach to securing top technical talent, skills-based recruitment—in which college degrees are eliminated from certain hiring requirements in favor of specific skills people have obtained—tends to have a de facto byproduct of improving diversity. This approach opens doors to underrepresented groups and creates opportunities for those historically excluded due to the climbing costs of higher education.

Opening technical positions to those who may not have earned formal four-year degrees creates opportunities for underrepresented groups for whom higher education has been out of reach while rewarding a specific set of qualifications that make the perfect fit for IT and other related fields. Ultimately, the focus remains on measurable skills—while also having a business benefit. Extending a hand while boosting the bottom line is a win-win.

Invest in continuous learning

Hybrid thinking isn’t a one-time achievement—it’s part of a continuum. Providing ongoing upskilling opportunities to experiment, learn, and grow is essential for developing adaptable talent. Hybrid professionals who continually sharpen and upgrade their skills will provide organizations with the agility needed to navigate the crossroads of IT and business.

The road ahead

Charting the course is crucial as we start off the new year on the brink of a transformative era—much like scientists uncovering groundbreaking principles that reshape the world. Closing the IT-business divide will unlock untapped potential, driving innovations that redefine industries and deliver lasting impact. By cultivating hybrid thinkers, we’re not just preparing for the future; we’re helping shape it. It is exciting to be able to work in an environment where a company like Hitachi Vantara not only builds technology and solutions but is one of the largest users of technology. As our business units continue to collaborate we gain an unfair advantage to assuring our approach is integrated with business value driving the innovation.

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