FEATURE technology architecture , digital product management , UI / UX design , customer experience , transformation project management , agile coaching and scrum mastering .
Why organisations should go agile
C-suite executives are crucial in promoting and implementing innovative practices . Businesses are building mixed workforces , combining permanent employees with flexible on-demand talent . The C-suite must foster a trickle-down culture that embraces external expertise and diverse ideas , recognising the strategic importance of independent talent to overcome these constraints to build an agile business model , ensuring flexibility and rapid adaptation . Some other benefits include :
Azeem Zainulbhai , Co-founder & Chief Product Officer , Outsized
Independent workforce evolution
The global freelance talent economy has transitioned from low-value , transactional work to high-value , skill-intensive opportunities . Independent talent is being brought in for projects , and high-end contractors are filling various roles . The growth of this particular segment is fundamentally altering how businesses secure skilled professionals , opening up new talent segments . For businesses , agile talent models provide access to specialised expertise on a flexible basis , enabling efficient resource allocation . It fosters innovation with new project structures and workflows , enhancing efficiency and creativity .
This shift is evident in high-growth economies like the MENA region , where agility and expertise are increasingly valued over conventional employment . The increasing demand for flexible talent is driven by a global skills shortage , expected to result in 85.2 million unfilled jobs by 2030 , across sectors like finance and business services . However , building infrastructure to support and empower independent careers remains a challenge . Efforts are underway to make these roles aspirational and rewarding by matching professionals to projects and helping them succeed and redefine their relationship with work .
In MENA , growth areas with high demand for a project-based workforce include strategy consulting , payment expertise , data analysis ,
• Addressing capability and capacity gaps : Large consulting firms and enterprise clients increasingly utilise flexible talent models to quickly fill urgent skill gaps and increase organisational capacity and agility with professionals possessing the required expertise . This challenge is particularly pronounced in the high-growth MENA region , where the right talent can make all the difference for long-term project-based work .
• Increased scalability : The on-demand talent model addresses immediate project needs while building long-term capacity . This flexibility allows firms to scale resources based on shifting priorities , manage project budgets effectively and avoid long-term fixed costs . Companies can efficiently adapt to market demands and project requirements , ensuring resources are allocated without unnecessary expenses .
• Developing a pool of skilled talent : Reliable platforms specialising in specific industries create a ‘ virtual bench ’ of independent professionals who understand industry regulations , have relevant experience and can contribute immediately with minimal downtime . Companies can maintain relationships with this talent , eliminating the need for frequent searches or onboarding processes for new on-demand talent .
• Developing a culture of agility and proactivity : On-demand talent is entrepreneurial , highly motivated and focused on delivering results . They bring diverse industry experience , avoid common pitfalls , identify upselling opportunities and provide competitive insights . Their quick integration into project teams and fresh execution-
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