![]() The increased prevalence of digital technology and artificial intelligence will lead to new job functions and categories as well as to a new age where the very concept of work is being reinvented. Disruption is the new norm: new technologies combined with the power of the community force risk assessment bodies like the European Food Safety Authority (EFSA) to embrace new paradigms. ![]() Never in human history have so many technologies been moving at such a pace. This new environment is characterised by increased risk and decreased forecast ability, increased ambiguity in industry boundaries, which force a new managerial mind‐set focused on flexibility, and an emphasis on strategic response capability as the ultimate source of competitive advantage (Bettis and Hitt, 1995). It is commonly recognised that the global economy, the knowledge society and the technological revolution emerging since the 20th century have resulted in an environment with levels of complexity, uncertainty and dynamism not previously experienced (Hitt et al., 1998 Nadler and Tushman, 1999 Ireland and Hitt, 2005). These trends generate dramatic changes in the supply and demand for talent (technological and digital productivity among them), leading to a revolution on how work gets done in organisations. At the same time, 60 major trends with four interrelated megatrends were identified (Bhalla et al., 2017). robotisation, virtualisation, digitisation, datafication, personalisation, cognification, augmentation, disintermediation and platformisation. In his statement, Leonhard is raising an alert on mega shifts rolling over at unprecedented speed and intensity, i.e. Does this sound far‐fetched?’ (see Mallia, 2016). At an individual level, potential recruits will need to be assessed against a whole new set of competencies and capabilities: technical competencies in data science, computational science and artificial intelligence, alongside a large set of soft skills.Īccording to Gerd Leonhard, ’By the year 2025, machines will have the same power as the human brain and in 2051 they will have the power of the entire global population. Consequently, EFSA will have to continue to invest in massive, ongoing skills development programmes. It is expected that the impacts of citizen science and involvement of the crowd will become part of risk assessment practices. ![]() Future risk assessment bodies will have to actively engage with stakeholders when performing their assessments. At an organisational level, risk assessment bodies will have to tap into new talent pools and new solutions for a more fluid and ad hoc‐based workforce. This needs consideration on ethics and values, both for organisations and individuals. At a societal level, people are increasingly going hand in hand with robotics and artificial intelligence in sharing expertise and producing outcome. To account for future challenges, behavioural, attitudinal and cultural changes must be implemented successfully. Aspects considered during the breakout session included: (1) increased complexity, (2) the crowd workforce, (3) citizen science, (4) stakeholder engagement, (5) talent pools and (7) entrepreneurship. Moreover, it should be recognised that knowledge and expertise are distributed throughout society and are thus not limited to scientists. These elements need constant consideration and adaptation to ensure preparedness for the future. people) are the three basic elements underlying risk assessments. ![]() The participants indicated that risk assessment bodies involved in food safety such as EFSA must recognise that data, methods and expertise (i.e. Future challenges call for multiple and multidimensional responses, some of which were addressed at EFSA's Third Scientific Conference. Envisioning the expertise of the future in the field of food safety is challenging, as society, science and the way we work and live are changing and advancing faster than ever before.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |