An Odyssey in the Era of Change
In the tumultuous wake of COVID-19 and the rise of ground-breaking AI technologies like ChatGPT, organizations worldwide found themselves facing a dual onslaught of business disruption and opportunity. 

The initial response was massive layoffs and organizational restructuring which became the norm.  The promise of AI innovation broke onto the business scene like a beast that teased us from afar.

Consulting Takes a Brave Initiative
At the forefront of this turbulent storm stands four titans of the consulting industry, Earnst & Young (EY), KPMG, Deloitte and PriceWaterhouse Coopers (PwC). They all took the steps to chart a course through the AI storm, seeking solutions to navigate the ever-changing sea of skills-first workforce readiness in their respective organizations.

In a brave move, these four visionary corporations independently took decisions to make huge  investments to expand and scale their artificial intelligence (AI) capabilities.  KPMG allocated two billion dollars, PwC committed an investment of one  billion dollars to develop their consultants' AI skills competencies. Others in the industry followed suit. Now that's commitment!

A Monumental Challenge: The Dynamic Internal Skills Gap
Yet, even with such abundant resources, a critical void persisted – the ability to swiftly and accurately identify skills gaps within their own workforce. AI could summarize data from mass repositories and identify new and emerging jobroles and skills trends on a global scale.

But AI is incapable of knowing the state of internal resources and their capabilities of an organization. That data is not only dynamic, but has not been compiled even within most organizations. It's a monumental task.

As the impact of this shortcoming became evident, and as attrition set in and market demands changed, champions of innovation in HR realized that AI could only guess at the changes needed in internal skills and competencies within their organization. Furthermore, dependence on recruitment where competition for scarce skilled resources has intensified, this became a tedious and expensive strategy. 


Overcoming Inertia and Skepticism
The journey towards implementation of AI solutions, however, is fraught with challenges. Results from AI  were, at best, an approximation of where the organizations stood skills-wise compared to global estimates. Results specific to the organization were not possible through this approach and not very well suited to informed decision-making. Many organizations are in search of a better solution.

Faced with this current dilemma, it's no wonder skepticism and inertia set in. Decision-makers now cast doubts on the viability of the rush to AI to provide a better solution for skills first workforce readiness. The fear of the unknown and resistance to abandoning conventional practices threaten to impede progress.


Enter WorkforceAI: A Beacon of Hope
Despite the aftermath of COVID-19, after much study, research and brainstorming the predicament, WorkforceAI was launched as not only a beacon of hope but also as a practical solution in the realm of human resources technologies.

WorkforceAI is focused in this niche.

The platform uses AI in an innovative way that provides organizations the fastest, practical and most accurate method to continuously maintain skills and competency data of people already engaged by the organization.

Unlike other solutions that rely on recruitment to fill skills gaps, WorkforceAI offers a revolutionary approach – a skills-first strategy designed to identify and upskill existing talent within the organization. 

Resolution: Embracing the Promise of Innovation
Consulting firms as well as large and mid-sized organizations in other industries, welcome not only the speed, efficiency and accuracy they need from the WorkforceAI platform to keep ahead of competition, but also a path to maintaining workforce readiness in a rapidly evolving landscape.


Charting a New Course
As a new innovative approach to deliver more meaningful results that guide important human resources decisions emerge, leaders of the big four of consulting look beyond the barriers, recognizing the future of AI and its potential for unprecedented returns on investment and the opportunity to redefine workforce management for the digital age.


Looking Ahead
As other large and mid-sized businesses in other industries look to the future, the story of the big four of consulting  is not merely one of adaptation, but of transformation. Money helps. But taking a less traveled route to resolve difficult  problems is often needed. Through bold vision and unwavering determination, the big four KPMG, EY, Deloitte and PwC emerge as trailblazers, embracing innovation to navigate the tides of change. 

As organizations harness the power of WorkforceAI, it paves the way for a future where organizations thrive amidst uncertainty, guided by the beacon of innovation.