The average age of retirement in the United States is 62. These individuals were born in 1962, when computers, as we know them today, didn’t exist. If memory serves, in 1962 the LINC—a computer designed for a single user—was introduced by MIT. Now consider the technologies these workers were introduced to since the turn of the century—the first camera phone, supercomputers, the internet and World Wide Web, laptops, the Apple iPad, the Apple watch and other wearables, smartphones and, virtual and augmented reality, artificial intelligence (AI), machine learning (ML), advanced analytics capabilities and, of course, most recently generative AI. The pace of technological change has been exponential. So fast, that it has been challenging—if not impossible—for the average employee to keep up. We refer to that struggle to stay on top of emerging technologies as the “adaptability gap”—the widening difference between the rapid pace of technological progress and the slower rate of human, or employee adaptation.

Technology has become an unstoppable force. That has created vulnerability in organizations that must be addressed, presenting both challenges and opportunities for business leaders.

The Impact of the Adaptability Gap

In workplaces, the adaptability gap has some key impacts:

• Skills gaps. New technology is emerging so quickly that workers don’t have the skills needed to effectively leverage those technologies. Even recent graduates often haven’t had exposure to newer technologies—like generative AI. One 2022 McKinsey survey indicated that 87% of executives were experiencing (or expecting to experience) skills gaps in their workplaces. That was two years ago; given the rapid advancements we’ve recently seen that number is likely to go higher.
• Security vulnerabilities. Rapidly evolving technologies like AI can create new attack vectors faster than many organizations can defend against. Deepfakes and AI-powered social engineering, for instance, have created such novel threats that traditional security systems are often unable to address or mitigate in accordance.
• Reputational damage and legal risks. Staying up to date with legal and regulatory mandates related to technology and its use can be daunting, especially for large organizations operating in multiple jurisdictions or globally.
• Employee resistance to change. Not all employees will be eager to learn and adopt new technology. Some, in fact, may be outright resistant. The need for flexibility and comfort with ambiguity has become a must in an environment where change is constant.

Despite the impacts, there are steps companies can take to help minimize or close the human adaptability gap.

Closing the Gap

A strong security culture is a must for all organizations today. Companies simply cannot risk damage to their systems, data, products, partner relations or reputation. The quest is ongoing. Communication, training and coaching are not one-time events but ongoing processes that must be continually evaluated and adjusted to stay on top of technology shifts and trends.

Here are some strategies to adopt to manage the human adaptability gap:

• Commit to continuous learning and upskilling. The skills and competencies employees need today to acclimate to new tools and technological shifts are not gained in traditional classrooms. Organizations must be committed to continuous training to ensure users have an advantage over GenAI attacks and phishing ploys to protect systems and data. Because the threats change and emerge continually, learning must be adaptive and flexible to continually thwart bad players.
• Take a proactive approach to security. Organizations need to invest in threat intelligence and predictive analytics to help anticipate future risks. Conducting regular attack simulations and red team exercises can help keep employees aware and informed of their role in protecting data security. Engage employees in being proactive and aware of security threats; ongoing conversations can keep these issues top of mind.
• Establish security teams as partners rather than policing. IT and security staff often have a reputation for being rigid and rules-bound. While their roles certainly require rules and protocols to be followed, they should also be viewed as partners and colleagues in helping to inform, educate, and upskill staff to protect company resources, employee privacy and customer data.
• Foster a culture that embraces change. That starts during the talent acquisition process and extends through onboarding and ongoing training and development.

It is simply not possible to be change-resistant in today’s fast-paced business environment. Organizational leaders must be committed to managing change proactively, overcoming cultural resistance and ensuring the smooth adoption of new technologies. Employee engagement in decisions related to adoption and a communication environment that is open and transparent can help minimize concerns and resistance.

The human adaptability gap cannot be ignored — but can be managed.