Author: Puluko Graham Nkiwane

Our organization acknowledges the importance of adopting new technologies to remain relevant in the Fourth Industrial Revolution (4IR) and to empower young people. However, several barriers challenge our efforts:

Limited Funding and Resources
Many advanced technologies—such as robotics kits, software licenses, cloud platforms, and even high-spec computers—require significant investment. As a youth-focused organization, much of our funding is directed towards immediate community needs, leaving limited room for major technological upgrades. We often rely on donations, grants, and partnerships to access these resources.

Access to Equipment and Connectivity
Many young people in the communities we serve, like Diepsloot, face barriers in accessing reliable internet, computers, or smart devices. Without basic tools, it is difficult to deliver programmes like digital skills training or online workshops. This digital divide limits the reach and impact of our technology-driven interventions.

Skills Gaps
While technology creates exciting new opportunities, it also demands new skills. Many staff members, volunteers, and participants are still developing basic digital literacy. Before we can teach coding, robotics, or digital entrepreneurship, we often must first teach foundational skills like using email, internet safety, and basic computer functions.

Resistance to Change
Moving from traditional, face-to-face methods of engagement to virtual platforms (e.g., online meetings, virtual exhibitions) has been met with hesitation by some team members and beneficiaries. Fear of the unknown, lack of confidence, and comfort with traditional ways of working contribute to slow adoption rates.

Keeping Up with Rapid Technological Advancements
New tools, platforms, and skills are emerging all the time. It is challenging to constantly train staff and upgrade our offerings without falling behind. The pace of change requires constant investment in professional development and programme red

Employment – Very Positive
The Fourth Industrial Revolution (4IR) is creating new and exciting employment opportunities in the Media, Information, Communications, and Technology (MICT) sector. While some traditional jobs are evolving or disappearing, many new roles are emerging, such as software developers, digital content creators, cybersecurity analysts, and AI specialists. There is a growing demand for digital skills, which is opening opportunities for young people to enter the workforce in ways that were not possible before. Additionally, remote work and the gig economy are allowing more flexible employment, enabling broader participation from individuals in different regions.

Business Growth – Very Positive
4IR technologies such as cloud computing, big data, automation, and artificial intelligence are enabling businesses in the MICT sector to scale faster, reach broader audiences, and operate more efficiently. Startups and small businesses now have access to affordable tools that allow them to compete with larger companies. Digital platforms have opened new revenue streams through e-commerce, online education, virtual events, and content monetization. The adoption of technology has also allowed for easier market access and global expansion, leading to overall business growth.

Innovation – Very Positive
Innovation is at the heart of 4IR, and the MICT sector is one of the biggest beneficiaries. New technologies are constantly inspiring creative solutions—ranging from AI-driven journalism and virtual reality experiences in entertainment to advanced cybersecurity systems. Innovation is also seen in how services are delivered, how people communicate, and how businesses operate. With 4IR, barriers to innovation are lower because cloud platforms, open-source software, and online collaboration tools make it easier for individuals and organizations to develop and launch new ideas quickly and cost-effectively.

Would you also like me to help you prepare a short closing

No, there have not been any retrenchments as a direct result of loadshedding.
Although loadshedding has caused operational disruptions and increased costs for our organization, we have prioritized retaining all our staff. Instead of retrenching, we have adapted by adjusting work schedules, incorporating flexible and remote working options where possible, and investing in backup power solutions to maintain productivity during power outages.

Our focus has been on finding sustainable ways to manage the challenges without compromising employment, as we believe our staff are critical to maintaining the stability and delivery of our programmes, especially in supporting youth development and digital skills growth under the Fourth Industrial Revolution (4IR).

For Senior Managers and Professionals, the three most common skills gaps in our organization are:

Digital Transformation Leadership
Many senior staff have strong traditional leadership skills but lack specific knowledge in leading digital change, such as managing remote teams effectively, implementing digital strategies, or driving innovation using technology.

Data-Driven Decision-Making
There is a skills gap in using data analytics tools to guide strategic decisions. While managers are experienced in operational leadership, there is often limited ability to interpret digital metrics, market analytics, or performance data to inform smarter and faster decision-making.

Cybersecurity Awareness and Risk Management
Senior leaders often lack deep knowledge of cybersecurity risks associated with digital operations. As our organization shifts more services online, there is a growing need for senior professionals to better understand cybersecurity best practices and legal compliance requirements around data protection.

For Mid-Level Technicians, Associates, Artisans, and Clerical Staff, the three most common skills gaps in our organization are:

Advanced Digital Literacy and Software Proficiency
While many of our mid-level staff are familiar with basic office software, there is often a lack of proficiency in more advanced digital tools such as data management systems, specialized software relevant to their roles (e.g., design tools for technicians, or project management tools for associates), and automation systems. These skills are essential for improving efficiency and productivity in a technology-driven environment.

Problem-Solving and Critical Thinking in a Digital Context
Mid-level professionals often struggle to apply critical thinking and problem-solving skills when working with complex digital systems or handling issues related to technology and automation. There is a need to improve their ability to troubleshoot problems with digital tools and processes, ensuring minimal downtime and smooth operations.

Communication and Collaboration in Virtual Work Environments
With the shift towards hybrid and remote work, communication and collaboration tools (e.g., video conferencing, cloud-based project management systems) are becoming essential. Many mid-level staff members are not fully equipped to collaborate effectively in these digital spaces, leading to inefficiencies and missed opportunities for innovation.

For Lower-Level (Plant Operators and Elementary Workers), the three most common skills gaps in our organization are:

Basic Digital Literacy and Technological Familiarity
Many lower-level staff members have limited exposure to digital tools or systems that are increasingly essential for their roles, such as using basic digital platforms for reporting, monitoring operations, or interacting with automated machinery. There is a noticeable gap in the ability to navigate these digital interfaces efficiently.

Health and Safety Standards in a Digital Work Environment
As the organization integrates more technology into the workplace, there is a gap in knowledge around how to maintain health and safety standards in digital and automated environments. Plant operators, for instance, need to be trained to monitor and ensure safety while working with technologically advanced machinery and processes.

Adaptability to Automation and Machine Maintenance
Lower-level workers, especially plant operators, often lack the skills necessary to adapt to automated systems and smart machinery. They may struggle with basic machine troubleshooting, preventative maintenance, or understanding how automation can improve workflow efficiency. Bridging this gap is essential as more operations move towards automation.

The three major change drivers in our organization are:

Adoption of Digital Technologies and the Fourth Industrial Revolution (4IR)
Rapid technological advancements are driving major shifts in how we deliver our programmes and engage with young people. The need to integrate digital tools such as virtual learning platforms, digital content creation, cloud computing, and artificial intelligence is pushing the organization to update its operations, services, and staff skills continuously.

Changing Community Needs and Youth Expectations
The youth and communities we serve are becoming more digitally aware and demand more innovative, technology-driven learning and empowerment opportunities. This change in expectations forces us to evolve our programmes, communication methods, and service delivery models to remain relevant and impactful.

Loadshedding and Infrastructure Challenges
Ongoing electricity supply interruptions and infrastructure limitations are compelling the organization to rethink operational models. We are investing in alternative energy sources, flexible working methods (like remote and hybrid work), and digital resilience strategies to ensure continuous service delivery despite external challenges.

The change drivers we identified have significant implications for skills development in our organization:

Increased Demand for Digital Skills Training
As we adopt more digital technologies and respond to 4IR changes, there is a growing need to train all levels of staff and beneficiaries in digital literacy, advanced software use, cybersecurity, and remote collaboration tools. Skills development programmes must now prioritize technical upskilling alongside traditional competencies.

Focus on Innovation, Creativity, and Adaptability
Meeting the evolving needs and expectations of youth and communities requires staff to be more innovative and adaptable. Skills development must therefore focus not only on technology but also on critical thinking, problem-solving, creativity, and leadership in a rapidly changing environment.

Resilience and Operational Flexibility Training
The impact of infrastructure challenges like loadshedding means our team must develop resilience skills, such as crisis management, flexible work planning, and digital problem-solving under uncertain conditions. Staff must be trained to adapt workflows quickly and ensure service continuity even during disruptions.

Overall, skills development must be continuous, responsive, and future-focused to ensure that our organization remains agile, competitive, and impactful in the face of constant change.

The following are new and emerging occupations in our organization, driven by digital transformation and changing community needs:

Digital Content Creator and Social Media Specialist
As online engagement becomes more critical, we have created roles focused on developing digital campaigns, managing social media platforms, and producing multimedia content (videos, podcasts, blogs) to reach and empower youth audiences.

E-Learning and Virtual Training Facilitator
To adapt to remote learning trends, we now require facilitators who can design, deliver, and manage online training programmes, using platforms like Zoom, Moodle, and Google Classroom, while ensuring high learner engagement in virtual environments.

Data Analyst and Digital Performance Officer
With the increasing importance of data-driven decision-making, a new role has emerged for professionals who can collect, analyze, and interpret digital data (such as website analytics, learner engagement stats, and programme performance metrics) to guide organizational strategy and impact measurement.

The MICT sector could be better positioned to handle change by focusing on the following strategies:

Investing in Continuous Skills Development and Lifelong Learning
Rapid technological change demands constant upskilling and reskilling of the workforce. The sector must invest heavily in accessible, flexible, and future-focused training programmes, especially in emerging technologies like AI, cybersecurity, cloud computing, and data analytics.

Strengthening Industry Collaboration and Partnerships
Collaboration between government, private companies, education institutions, and community organizations is critical. By building strong partnerships, the sector can share resources, drive innovation, align skills development to real market needs, and create faster pathways for youth and emerging talent to enter the industry.

Promoting Innovation, Agility, and Digital Resilience
Organizations must foster a culture of innovation and adaptability, encouraging teams to embrace new technologies and experiment with new ways of working. Building digital resilience—including cybersecurity measures, remote work capabilities, and infrastructure solutions to challenges like loadshedding—will ensure the sector remains stable and competitive during times of disruption.

Ultimately, the MICT sector must position itself as dynamic, inclusive, and forward-looking to successfully navigate ongoing and future changes.