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The primary goal of this study was to examine the role of reskilling programmes on digital transformation at a Large Financial Services Organisation. The business climate and the world of work are going through an unprecedented large-scale transition - such as the transition from the agricultural economy to the industrial revolution. The era of digitisation, automation and acceleration is upon us. The society is in an economy where new critical skills have emerged and these new emerging skills have become necessary for individuals, businesses, and the economy to succeed. However, very little research has been done on the role of reskilling programmes on the digital transformation at a Large Financial Services Organisation. The study employed quantitative research and a structured closed questionnaire was used to collect field data from a selected sample of 88 respondents drawn from a target population in the study area. The field data were analysed using the Statistical Package for Social Sciences (SPSS), version 29. Statistical tools, including frequency tables, pie charts, and graphs, were used to analyse data. The study findings indicate that jobs have been significantly affected by digital transformation and new emerging job functions in large financial services organisations. A digital transformation programme had a direct relationship with the implementation of reskilling programmes. The study recommended that designing technology-focused training programmes appropriately and selecting or creating technology-focused training programmes with essential elements are necessary for successful outcomes.

The efficacy of organisational effectiveness during the Fourth Industrial Revolution may have been hindered by prevailing leadership styles and management practices. Hence, it has been proposed that other theories, models, or approaches to leadership will be necessary for organisations to maintain competitiveness and achieve long-term success in a business environment that deviates dramatically from the norm for leaders. This essay posits that the application of Leadership 4.0 and novel management practices may hold significance within this particular context. This study investigated the influence of leadership 4.0 and modern management on the success of organisations during the Fourth Industrial Revolution (4IR). Qualitative research methodologies were employed to conduct desk research and obtain the findings. There exists a positive association between Leadership 4.0, creative management methods, and organisational performance capabilities. Numerous scholarly and practical deliberations have substantiated the significance of leadership, specifically Leadership 4.0, in effectively navigating the complexities and challenges posed by the Fourth Industrial Revolution (4IR). Furthermore, supplementary evidence was identified to substantiate theories pertaining to dependent leadership. The findings of this study have practical implications for companies as they validate the existing literature that highlights the crucial role of leadership in organisational performance, particularly for survival and long-term viability in the contemporary business landscape (4IR). The findings make a valuable contribution to the growing body of knowledge in the domains of Fourth Industrial Revolution (4IR), leadership, creative management techniques, and research on organisational performance.

The primary goal of this study was to examine the role of reskilling programmes on digital transformation at a Large Financial Services Organisation. The business climate and the world of work are going through an unprecedented large-scale transition - such as the transition from the agricultural economy to the industrial revolution. The era of digitisation, automation and acceleration is upon us. The society is in an economy where new critical skills have emerged and these new emerging skills have become necessary for individuals, businesses, and the economy to succeed. However, very little research has been done on the role of reskilling programmes on the digital transformation at a Large Financial Services Organisation. The study employed quantitative research and a structured closed questionnaire was used to collect field data from a selected sample of 88 respondents drawn from a target population in the study area. The field data were analysed using the Statistical Package for Social Sciences (SPSS), version 29. Statistical tools, including frequency tables, pie charts, and graphs, were used to analyse data. The study findings indicate that jobs have been significantly affected by digital transformation and new emerging job functions in large financial services organisations. A digital transformation programme had a direct relationship with the implementation of reskilling programmes. The study recommended that designing technology-focused training programmes appropriately and selecting or creating technology-focused training programmes with essential elements are necessary for successful outcomes.

The efficacy of organisational effectiveness during the Fourth Industrial Revolution may have been hindered by prevailing leadership styles and management practices. Hence, it has been proposed that other theories, models, or approaches to leadership will be necessary for organisations to maintain competitiveness and achieve long-term success in a business environment that deviates dramatically from the norm for leaders. This essay posits that the application of Leadership 4.0 and novel management practices may hold significance within this particular context. This study investigated the influence of leadership 4.0 and modern management on the success of organisations during the Fourth Industrial Revolution (4IR). Qualitative research methodologies were employed to conduct desk research and obtain the findings. There exists a positive association between Leadership 4.0, creative management methods, and organisational performance capabilities. Numerous scholarly and practical deliberations have substantiated the significance of leadership, specifically Leadership 4.0, in effectively navigating the complexities and challenges posed by the Fourth Industrial Revolution (4IR). Furthermore, supplementary evidence was identified to substantiate theories pertaining to dependent leadership. The findings of this study have practical implications for companies as they validate the existing literature that highlights the crucial role of leadership in organisational performance, particularly for survival and long-term viability in the contemporary business landscape (4IR). The findings make a valuable contribution to the growing body of knowledge in the domains of Fourth Industrial Revolution (4IR), leadership, creative management techniques, and research on organisational performance.