Expert Workshop, 19 November 2019

A E U R O P E A N R O A D M A P F O R S U P P O R T I N G S K I L L S D E V E L O P M E N T I N S M E S

This action is financed by the COSME Programme

Fostering adoption of Cyber-security, Big Data and IoT

A G E N D A

10.00 hrs Introductions Sebastiano Toffaletti, European DIGITAL

SME Alliance, André Richier, European

Commission

10.15 hrs Introduction to the initiative: ‘Supporting

Specialised Skills Development: Big Data,

Internet of Things and Cybersecurity for SMEs’

Niels van der Linden, Capgemini Invent

10.30 hrs How an insurance company contributes to

making SMEs more cyber-secure

Danny Jaspers, Business owner cyber-

security Achmea

11.30 hrs A roadmap supporting Cyber, Data and IoT skills

development in SMEs (part 1)

Niels van der Linden, Capgemini Invent

Followed by a group discussion fuelled and

moderated by the Consortium

12.30 hrs Lunch

13.30 hrs A roadmap supporting Cyber, Data and IoT skills

development in SMEs (part 2)

14.30 hrs A pragmatic toolbox

14.50 hrs Conclusions & wrap-up

15.00 hrs Closure

I N T R O D U C T I O N I N I T I AT I V E

© Capgemini Invent 2019. All rights reserved. 4

SMEs are increasingly under pressure as they compete with large companies on a tense job market short of digital talent...

Leadership skills

A gap estimated of 150.000 eLeaders

in EU by 2020

Professional skills

A gap estimated in EU of 750.000

IT profs by 2020

User skills

37% of employees missing

basic digital skills

...and offering training to employees in SMEs is far from common practice

0

10

20

30

40

50

60

70

Provide training to ICT specialists Provide training to other persons employed

% o

f e

nte

rpri

ses

ENTERPRISES THAT PROVIDE TRAINING TO THEIR PERSONS EMPLOYED,

B Y S I Z E C L A S S , E U - 2 8 , 2 0 1 7 ( % E N T E R P R I S E S )

Small and medium enterprises Large enterprises

Source: Eurostat

Objective: support SMEs to advance skills development in the area of Big data, IoT and Cybersecurity (BIC)

Workshop #6 - Skills for SMEs 19 November 2019

Our approach targeted broad support amongst stakeholders

Workshops

6

SteerCom. & informal group

Surveys

3 (incl consultation)

Extensive Deskresearch

Interviews

80+

Conference

Alignment Blueprint

1 . S T R U C T U R E D G AT H E R I N G O F L AT E S T

I N F O R M AT I O N A N D DATA A N D A N A LYS I S

2 . B E S T P R A C T I C E S , E L A B O R AT I O N O F

S U P P O R T I N G M EA S U R E S A N D C R EAT I O N

O F A TO O L B OX F O R S M E S

3 . VA L I DAT I O N , F I N A L I SAT I O N A N D

D I S S E M I N AT I O N

Highlight

Workshop #6 - Skills for SMEs 19 November 2019

© Capgemini Invent 2019. All rights reserved.9

D A N N Y J A S P E R S O N T H E R O L E O F I N S U R A N C E C O M P A N I E S TO M A K E S M E S M O R E S E C U R E

A R O A D M A P S U P P O RT I N G C Y B E R , D ATA A N D I OT S K I L L S D E V E L O P M E N T I N S M E S

Enabling an increased adoption

of cybersecurity, big data, and

internet of things by European

SMEs via supporting measures

that strengthen ecosystems and

structurally enhance the supply

of necessary skills and facilitate

organisational development.

Vision statement

How do organisations systematically create business value?

1 32

Make the decision

Understanding, and deciding on, the

strategic business opportunity

Plan for implementation

Plan to deliver on that strategic goal

by organisingaround people,

processes & tools

Find people to execute

Develop the human capital to

competently deliver on the

strategy

Business Environment - Ecosystem

© Capgemini Invent 2019. All rights reserved. 14

© Capgemini Invent 2019. All rights reserved. 15

A detailed roadmap presenting supporting measures to increase adoption of Big data, IoT, Cybersecurity by SME’s

I.a Supporting measure - charter

Action stream

Measure

Objective

Type of SME

Short description

Role policy makers

Role education

Role industry

Role associations

Role other actors

Governing implementation & reduce fragmentation

Skills4SMEs Platform Smart, data-driven

Public investments essential; cost-sharing

Standardise innovative offers for upskilling

Collaboration with industry

define demand & provide push

match producers and users at EU scaleIndustry-led

InnovativeTraining& Edu

GovernmentFunded &Data driven

Different roles for Large companies, assocations, accountants, insurance comp.

Knowledge share & scaling good practice

Mobility of scarce expertise

17Capgemini Invent 2019. All rights reserved |

Being connected and embedded in regional or sectoral support structures – ‘ecosystems’ - is essential for SMEs’ skills development. However, SMEs are often not aware of the broader ecoysystem and the actors involved and/or lack access to such networks, to tacit and explicit knowledge and/or to facilities that help accelerate skills development. It can be difficult for them to organise shared services – which is easier in an ecosystem -, and the managerial capabilities to become anchored in ecosystems are sometimes lacking. Lastly, the availability of BIC skills support structures throughout the EU is currently fragmented, with some regions having sufficient and adequate services in place, whereas in others no services were found at all when it comes to BIC skills.

Being connected and having access to knowledge, guides in the area of BIC, education and facilities is key for SMEs. As an interviewee put it: “for SMEs, it is either link or die. In every corner of Europe, SMEs need to be embedded in networks and have access to nearby support”. In this respect, it is encouraging that the European Commission foresee a crucial role for the Digital Innovation Hubs (DIH) in providing SME support, with the goal of having one hub in every region by 2020 . DIHs are one-stop-shops where companies can access and test digital innovations, gain the required digital skills, get advice on financing support and ultimately accomplish their digital transformation.

STREAM I

STRENGHTENING

ECOSYSTEMS

Strengthening ecosystems to improve access for SMEs to knowledge, guidance and learning

Stream I Strengthening Ecosystems

▪ Gather intelligence & increase transparency: Determine the current state of play by mapping existing ecosystems, identifying their strengths & weakness and increase transparency thereof

Goals

▪ Invest in research to understand the state of play & existing capacities (e.g. map access points/hubs to improve transparency, undertake gap analysis, take-up of shared services centers)

▪ Created shared databases and tools to make information accessible to stakeholders

Supporting measures

▪ Strengthen and expand existing ecosystems & initiatives: extend and support existing networks, hubs & initiatives to reach a more comprehensive coverage which will allow access to every SME

▪ Develop and support policies & funding programmes that advance SME communities, networks and ecosystems, such as Digital Innovation Hubs; avoidreinventing the wheel

▪ Research the existing policy & initiatives landscape to identify and promote good ptc

▪ Extend and develop policies which help mobilisingaccelerators/downstream actors; engage accountants and insurance companies in particular to raise cyber-awareness

▪ Boost the effectiveness of the overall EU, national and regional ecosystems: Stimulate knowledge exchange between ecosystems

▪ Initiate EU and national programs that facilitate knowledge sharing and create platforms where 3rd parties and SMEs can access relevant materials (single multi-sector portal at EU level); ensure these include SMEs

▪ Stimulate collaboration between hubs and education system to better tailor to needs

19Capgemini Invent 2019. All rights reserved |

The technological savviness of SME owner/managers depends on a multitude of factors. Overall, SME owner/managers have difficulties understanding the impact of BIC technologies, or realising the urgency to act on it. A long-term vision on adopting BIC is lacking, and the focus is rather on operational matters. In addition to this internal perspective, also the technological maturity of the environment plays a role, as an environment stimulating for instance open data fosters the uptake of big data. To address the above portrayed relative low ‘tech maturity’ of SMEs, the following actions are proposed to increase awareness and help them to design a strategy to adopt BIC technologies in their business models.

STREAM I I

STRATEGIC OUTLOOK

DEVELOPMENT

Support strategic outlook development in SMEs & the ecosystem

Stream II Increase the understanding of the strategic business opportunity of adoption BIC

▪ Raise awareness within SMEs on opportunities that BIC adoption holds and threats of ignoring it for business continuity

Goals

▪ Stimulate existing and new policy initiatives that inform SME managers/owners about the potential of BIC technologies and encourage innovation (e.g. programmes, campaigns, events)

▪ Support organisations, initiatives and platforms that foster collaboration and knowledge sharing among company managers/owners for adoption of BIC technologies and new business models (e.g. business clubs/associations/clusters, buddy support schemes, training programs for a group of company managers)

▪ Involve intermediaries in an SME that can act as advisors for SME managers/owners in adoption of BIC technologies, in particular accountants and insurance companies

▪ Investigate the feasibility of legal enforcement of cybersecurity (e.g. mandatory cyber audit take into account push back from sector, incentivized)

Supporting measures

▪ Strengthen the direct business environment of SMEs: increase strategic capacity & knowledge via stimulation of the eco-system and providing necessary infrastructure

▪ Stimulate collaborative projects between SMEs and researchers

▪ Continue to invest in infrastructure that enables technology adoption (e.g. broadband, open data)

▪ Design a matchmaking platform that links technology solutions in the area of BIC with SME needs – SME Cybersecurity Hub with dedicated HR corner

▪ Stimulate the development of national Cybersecurity frameworks for SMEs

▪ Facilitate collective action to overcome hurdles related to size and scale

▪ Promote and facilitate joint procurement and shared services

21Capgemini Invent 2019. All rights reserved |

Once the organisation made the decision to invest in adopting BIC, the question is raised how to deliver on that ambition. It assumes an understanding of SMEs on how to organise HR and L&D to deliver on this ambition whereas in practice most SMEs lack a dedicated HR and L&D function. They face difficulty in composing job profiles, career tracks and curricula related to those technologies, let alone are able to assess the current level of competency of their employees compared to the future state. It is also difficult to make an informed make-or-buy decision. By supporting SMEs with the implementation of structured skills development regarding BIC, access to guidance, education and training can be improved.

STREAM I I I

STRUCTURED SK I L LS

DEVELOPMENT IN SMES

Strengthen structured skills development to build BIC-capabilities within SMEs

Stream III – Structured skills development in SMEs

▪ Support SMEs with the implementation of structured skills development regarding BIC

Goals

▪ Promote blueprints, practical frameworks and tools that support SMEs to build a smart (HR) strategy (incl. tools to support recruitment, hiring, development); how to do this requires attention (vertical/horizontal)- is clear that help is needed (example Flanders VLAMT Annemieke)

▪ Promote examples of value chains where large companies build platforms with the SMEs in their chain to support them to become cyber resilient

▪ Support the ‘how to start’ , what questions to ask, provide examples of Business Case/success stories,

▪ Tap into talent; consider how staff can be involved in developing a company HR strategy; staff that are interested not just formal hierarchies – bottom up / top down, think about existing talent/ tasks and align them with skills needed etc.

▪ Design EU-wide mechanisms to recognise skills acquired through informal and non-formal training & harmonise certification for diploma and specialties; consider badges.

Supporting measures

▪ Enhance capabilities for monitoring & decision-making in SMEs: via instruments that help SMEs identify the to-be situation, their current state and available solutions to bridge the gap

▪ Facilitate self-assessments to enable SMEs to detect skills gap in their organisation

▪ Research the possibility of quality labels so SMEs recognise value of a training; perhaps also trainer –consider stimulating a voluntary industry led quality label (perhaps linked to badges), especially in cybersecurity.

▪ Monitor market trends to inform (esp. IT-using) SMEs

▪ Research how career switches can be facilitated to increase the talent pool (esp. in cyber security) and scale good practices

▪ Increase transparency and access to funding: Make sure SMEs use available resources and understand the business case

▪ Activate ecosystems, initiate campaigns

▪ Clarify the business case to illustrate ROI and support informed decision making

▪ Decrease dependency on external providers

23Capgemini Invent 2019. All rights reserved |

Once the SME has decided to adopt technology, and has set out a plan on how to organise that, it comes down to ensuring human capital to deliver on that investment. This could imply upskilling, hiring, sourcing etc. Currently, too often available trainings in the area of BIC skills are not in line with SMEs’ needs. Specific trainings in the area of BIC are scarce (focus is often on digital skills in the broadest sense), the form in which trainings are provided are not ideal for SMEs and too often, trainings are too expensive. Another problem is that the trainings that exist are not part of widely accepted framework. This results in difficulties with assessing the value of trainings. To address the current mismatch between available training offerings and SME’s needs, the following actions contribute to ensuring a better match between available training offerings and training needs of SMEs.

STREAM IV

TA I LOR TRA IN ING TO

SMES ’ NEEDS

Tailor education and training offers to SMEs’ needs

Stream IV – Match training offer with demand and support co-creation between education providers and industry

▪ Increase education and training offers: build sustainable training offers that match SMEs needs (content, form, set-up)

Ingredients to do so:

• Modular, blended, not necessarily during business hours. Innovate methods (e.g. gaming). Interpersonal (soft) +hard.

• Dedicated focus on BIC, and include management and specialist, co-create content & form (>various good practice)

• Practical, include the value chain, and include concrete examples, plain/own language

Goals

▪ Increase understanding of education providers on h2 identify training needs, target groups & tailor offers

▪ Promote use of standards and frameworks to increase uniformity in training courses

▪ Stimulate development of practical cybersecurity training programmes (eg in VET), SMEs’ needs based, using labs

▪ Stimulate internships to provide students with practical experience and SMEs with potential employees

▪ Integrate BIC modules in non-tech curricula, even offer it for free, to increase potential talent pool

▪ Build on existing co-ooperation frameworks between education and industry, such as ‘Duale Ausbildung’ and similar models, which foster close coordination between curricula in training institutions and SMEs

▪ Promote existing blueprints for training for SMEs (example)

Supporting measures

▪ Develop training capacity: Increase pool of trainers/teachers and improve facilities to anticipate demand for BIC training

▪ Increase mobility of scarce experts (in Edu & Edu-Industry)

▪ Invest in facilities to support training programmes (eg labs);

▪ Innovate educational programmes and train-the –trainer programmes (co-creation, badging) to stimulate collaboration between SMEs and education

▪ Collect intelligence: Increase understanding of skills gaps in SMEs to better inform policy makers and education providers

▪ Install data-driven approaches in SME support programmes to increase understanding of needs, detect gaps in offers, and feedback into policy cycle

▪ Research motives of SMES to participate in training

▪ Reduce direct costs for SMEs: solving the money gap via programmes and funding

▪ Promote and scale successful funding mechanisms that foster skills development (eg cost-sharing models)

▪ Increase funding for skills development in SMEs

▪ Stimulate innovative voucher schemes for fostering BIC skills development that do not have a high burden (Go Digital Germany)

▪ Consider new innovate ways that provide financial incentives without admin burden like direct tax rebates

TO O L B O X

© Capgemini Invent 2019. All rights reserved. 26

A toolbox to fuel triple helix innovation and support SMEs

Tailor training to SMEs’needs

Enabling an increased adoption of cybersecurity, big data, and internet of things by European SMEs via supporting measures that strengthen ecosystems and structurally enhance the supply of necessary skills and facilitate organisationaldevelopment.

1

Strategic outlook development

Strengthening ecosystems

2

Structured skills development

Vision Supporting measures

Tools linked to stream I. (Good practices, Frameworks, standards, assessments,

guidelines, MOOCs/trainings, literature etc)

Tools linked to stream II. (Good practices, Frameworks, standards, assessments,

guidelines, MOOCs/trainings, literature etc)

Tools linked to stream III. (Good practices, Frameworks, standards, assessments,

guidelines, MOOCs/trainings, literature etc)

Tools linked to stream IV. (Good practices, Frameworks, standards, assessments,

guidelines, MOOCs/trainings, literature etc)

Tools

3

Workshop #6 - Skills for SMEs 19 November 2019

Five ingredients of the toolbox

HeadingBox

MOOC’s

Self-assessments

Frameworks

Good practice:

• 52 skills initiatives

• 18 elaborated good practices

Guides & others

15 European (11 countries, 4 European)• Skillnet Ireland by the government of Ireland• Cybersecurity Skills Initiative (CSI) by an Irish

nationwide public-private coalition• SME Datalab by Jheronimus Academy of Data

Science (JADS)• PROMPT by RISE Research Institutes of

Sweden• Cyber Resilience Centre by Brainport

Eindhoven region• ASTER by Emilia-Romagna region• Recognising skills in data science by the Big

Data Value Association (BDVA)• Community knowledge platform by VOICE

(association of IT-using SMEs)• SMESEC by the SMESEC consortium for the

European Commission• Make_SME_Digital (Blueprint skills training

SMEs LT an ES) by consortium for the European Commission

• Mittelstand 4.0 Centres of Excellence by the Federal Ministry for Economic Affairs and Energy Germany

• Les Digiteurs by CCI Paris Ile-de France• SEnDIng by the University of Patras for the

European Commission• Modern Enterprises Programme by the

Hungarian Chamber of Commerce• Innovation vouchers by Business Finland3 International:• Cybersecurity support rangers by The Ministry

of Economy, Trade and Industry Japan• Cyber NYC by the New York City • Skillsfuture initiative by Singapore

government

Workshop #6 - Skills for SMEs 19 November 2019

The toolbox will be made available online

© Capgemini Invent 2019. All rights reserved. 28

https://www.digitalsme.eu/skills-home/

C O N C L U S I O N S A N D

N E X T S T E P S

A B O U T C A P G E M I N I I N V E N T

As the digital innovation, consulting and transformation brand of the Capgemini Group, Capgemini Invent helps CxOs envision and build what’s next for their organizations. Located in more than 30 offices and 22 creative studios around the world, its 6,000+ strong team combines strategy, technology, data science and creative design with deep industry expertise and insights, to develop new digital solutions and business models of the future.

Capgemini Invent is an integral part of Capgemini, a global leader in consulting, technology services and digital transformation. The Group is at the forefront of innovation to address the entire breadth of clients’ opportunities in the evolving world of cloud, digital and platforms. Building on its strong 50-year heritage and deep industry-specific expertise, Capgemini enables organizations to realize their business ambitions through an array of services from strategy to operations. Capgemini is driven by the conviction that the business value of technology comes from and through people. It is a multicultural company of over 200,000 team members in more than 40 countries. The Group reported 2018 global revenues of EUR 13.2 billion. People matter, results count.

Visit us at www.capgemini.com/invent

This presentation contains information that may be privileged or confidential and is the property of the Capgemini Group.

© 2019 Capgemini Invent. All rights reserved.

Niels van der LindenPrincipal consultantTeam Lead eGovernment BenchmarkCapgemini Consulting the Netherlands

Email: niels.vander.linden@capgemini.com Mobile: +31 615 030 734

What are the barriers that hinder adoption?

4. Standardisation & recognition of competences

Solving the skills gap to facilitate take-up of BIC by

SMEs

A. Mismatch training offerings with SME needs

B. Poor access to guidance, education & training

C. Digital immaturity D. Financial constraints

G. Disconnect from ecosystemF. Structured approach to skills development in organisation

E. Shortage human resources

1. Fit supply-demand content

2. Costs of training 3. Fit supply-

demand form

1. Findability1. Internal - understanding BIC, sense of urgency, tech savvy

3. External (infrastr., open data, APIs, cloud, ..)

4. Leadership

2. Availability

3. Fragmentation

1. Limited financial resources

2. Availability of funding

3. Access to funding

1. Availability (support) networks

1. HR dpt missing

3. Availability facilities (eg for testing, learning, ..)

5. Availability knowledge (e.g. informal learning)

2. Structured approach covering EU

1. Availability specialised skills on labour market

2. Competitivenesson labour market

2. Understanding required roles

3. Understanding roleprofiles

4. Recognition of competences

4. Indirect RoI

3. Retention

5. Awareness make-or-buy decision

2. Internal - lacking vision, focus on business as usual

6. Capabilities to anchor in networks

4. Organising shared services/ pooling

5. Ageingworkforce