The three lines of defence model

 

The three lines model is a risk management approach to help organizations identify and manage risks effectively by creating three distinct lines of defense.

Also known as the three lines of defense model, the three lines model was originally defined by the Institute of Internal Auditors. The IIA based the model on the idea that three lines of defense work together to provide structure around risk management and internal governance. The model clearly defines roles, including oversight by a governing body, senior management and independent assurance.

This model applies to all organizations and aims to serve the following purposes:

• Adapt to meet organizational objectives.
• Focus on risk management to meet and achieve objectives.
• Understand the roles and responsibilities of all positions in the model and their relationship with one another.
• Execute measures to align activities and objectives to the stakeholders' interests.
• Foster structured collaboration and communication across various lines of defense.

Breaking down the three lines of defense (3LoD)

The three lines defense model is widely acknowledged as the governance model of risk. It uses a comprehensive approach to manage risk. Its implementation varies among industries and by company sizes.

Business units, compliance, audit and other risk management employees are among the groups that make up the three lines of defense and each has a specific function. Here is a breakdown of the three lines:

First line of defense: Management

Management, department or process owners -- or anyone on the front lines -- are the first line of defense. Their primary responsibility is to control and take ownership of risks associated with daily activities. They also execute risk controls, develop internal policies, own processes, supervise employee policy execution and monitor risk factors with decisions and actions.

Second line of defense: Risk management and compliance

The second line of defense provides oversight and support to the first line. It includes risk management compliance areas, such as a risk manager, compliance officer or information security officer.

The second line of defense is responsible for implementing the company's risk management program and monitoring the process and application of these policies. Managers involved with the second line also identify emerging risks within the daily operation of the business.

Third line of defense: Internal and external audits

The third line of defense includes both external and internal auditors. Their main responsibility is to ensure the effectiveness of the first and second lines of defense. This line of defense also reviews and evaluates the design and execution of the risk management program. Internal auditors typically report to the board, regulators and external auditors about the company's risk management design and operation.

Key roles in the three lines model

The three lines of defense model establishes a clear division of roles and responsibilities for accountability and transparency. The IIA lists four key roles in the model, along with the breakdown of responsibilities in each role. Organizations often differ in their distribution of responsibilities, but, according to the IIA, the following are high-level overviews of each area.

The governing body

This group accepts responsibility for managing the organization on behalf of the stakeholders. Its responsibilities include the following:

• Establish the organization's vision, mission, values and strategic objectives.
• Engage stakeholders to monitor their interests.
• Maintain open communication about the goal accomplishments.
• Foster a culture of inclusivity and accountability.
• Establish the organization's risk appetite and supervise risk management including internal security controls.
• Monitor ethical, statutory and legal requirements.
• Create and manage an independent internal audit process.

First-line management roles

First-line management roles lead and direct all actions of the plan, including managing risks and applying resources to the risk goals of the organization. Responsibilities include the following:

• Identify, own, manage and mitigate risks in daily operations.
• Maintain communication with the governing body and report all risks, including planned, actual and expected outcomes, in relation to the company's objectives.
• Create and manage appropriate frameworks and procedures for the management of operations and risk. This includes internal controls.
• Ensure ethical, legal and regulatory compliance.

Second-line management roles

The second-line defense management offers support and expertise to monitor any risk management. Responsibilities include the following:

• Create ongoing processes, systems and entities for improvement to the risk management process.
• Monitor and support the first line in managing risks.
• Achieve risk management goals, such as internal control, information security, sustainability and quality assurance.
• Research and report the effectiveness of risk management, including internal control.

Third line of defense: Internal and external audit roles

Internal auditors have primary accountability for risk management to the governing body. Responsibilities include the following:

• Notify the governing body of any issues with the independence and objectivity of the risk management program.
• Provide management and the governing body with independent and unbiased assurance on the effectiveness of the risk management controls.
• Take appropriate action to put protection in place when necessary.
• Report findings and recommendations to the governing body.

External auditors provide additional assistance to protect the interests of the stakeholders and ensure regulatory compliance. Responsibilities include the following:

• Review statutory and regulatory compliance and stay current on new rules and regulations affecting the organization.
• Add external sources to meet requests of the management and governing body to assist with internal sources.

Relationships between the 3LoD roles

The relationships between the roles in the three lines of defense model are built on collaboration, oversight and independence. Each line plays a distinct part but interacts closely to ensure risk management and governance function effectively. The three lines interact with each other in the following ways:

First line interactions

• Interaction with the second line. The first line collaborates with the second line by seeking guidance on risk management practices, risk management compliance requirements and control frameworks. It might also report on risk-related matters to ensure alignment with organizational objectives.
• Interaction with the third line. While the first line operates independently, it provides information and access to the third line for independent assurance activities. This allows internal auditors to evaluate the effectiveness of risk management and control processes.

Second line interactions

• Interaction with the first line. The second line offers expertise, tools and resources to assist the first line in managing risks. This line might conduct training sessions, provide guidance on risk assessments and support the execution of controls.
• Interaction with the third line. The second line collaborates with the third line by sharing information on risk management activities and outcomes. This partnership enables internal audits to assess the effectiveness of the organization's risk management framework and make recommendations for improvement.

Third line interactions

• Interaction with the first line. The third line reviews the first line's risk management and control activities through audits and assessments. It provides feedback and recommendations to enhance the effectiveness of these processes.
• Interaction with the second line. The third line assesses the second line's oversight and support functions, ensuring that risk management and compliance activities are effective. It collaborates to identify areas for improvement and ensure alignment with organizational objectives.

Besides the three lines, the governing body maintains communication with all three lines to monitor risk management activities, receive assurance reports and provide strategic direction. This oversight ensures that the organization operates within its defined risk appetite and achieves its objectives.

6 guiding principles of the three lines model

To optimize the effectiveness of the three lines model, organizations should adopt a principle-based approach. The IIA lists these six principles to guide an organization's three lines model for risk management:

1. Governance. This gives accountability to the stakeholders and structures the organization's leadership and integrity. The organization can make risk-based decisions for the health of the organization and its stakeholders. Using recommendations from the internal audit function helps encourage the ongoing development of these risk management procedures.
2. Governing body. This group ensures that the necessary procedures and frameworks are in place to safeguard the interests of the stakeholders. It also makes sure that moral, ethical and legal standards are upheld.
3. Management and first- and second-line roles. The first-line roles ensure products or services are delivered safely to the customers. The second line helps manage the risk by offering expertise and monitoring and managing any regulatory issues or unethical behavior. The second line offers a broader responsibility, such as enterprise risk management, but the first line is responsible for managing the risk at a higher level.
4. Third-line roles. Internal audit gives an objective assurance that risk management initiatives are effective. Internal auditors use independent systems and expertise to review risk management processes. The third line reports findings to management and the governing body to make any needed improvements.
5. Third line independence. Internal audit is an independent body that provides credibility and authority to its findings. Internal audit isn't associated with management so it can provide findings that are free from bias to prevent any interference in organizational planning.
6. Creating and protecting value. The main goal of all these roles working together is to prioritize the stakeholders' interests. They align activities through cooperation and communication. All risk-based decisions should be transparent and reliable with the alignment of these areas.

Benefits of the three lines model

The three lines model helps organizations proactively manage and address risks with enhanced governance and resilience. This model helps an organization establish a foundation for growth and success. Some of the key advantages of this model include the following:

• Clear accountability. All roles and responsibilities are defined for each of the different lines of defense. The risk management duties are also allocated appropriately so there is clear ownership of risks at all levels of the organization. This helps minimize any gaps in risk oversight.
• Objective analysis. The third line provides independent and objective assessments of the risk management processes' effectiveness. The external perspective gives stakeholders confidence that risks are managed adequately. This perspective also manages insights into continuous improvement.
• Improved communication. The three lines model promotes structured communication and collaboration within the different lines of defense for the audit committee. It encourages sharing information, insights and best practices for a more effective risk management strategy for the overall organization.
• Increased governance. The risk management and compliance functions in the second line help establish and enforce consistent risk management processes. This ensures the organization follows relevant regulations and industry standards and minimizes legal and reputational risks.
• Efficient resource allocation. Distributing the risk management responsibilities across the three lines ensures that organizations allocate resources more efficiently. The operational staff can focus on day-to-day risk management and dedicated risk management and audit professionals can oversee the overall risk landscape.
• Complete risk awareness. The model looks at the holistic view of risk and considers both strategic and operational risks. By looking at these risks from a comprehensive perspective, the organization can proactively manage any emerging risks and capitalize on opportunities. The model also encourages a culture of risk-aware decision-making.
• Increased stakeholder confidence. Effective execution of the three lines of defense model increases the confidence of stakeholders, including investors, customers and employees. A transparent and well-structured risk management framework, validated by independent assessments, builds trust with investors, regulators, customers and other stakeholders.
• Continuous improvement. The three lines model encourages continuous monitoring and improvement of risk management processes. By adapting to new risks and changing business environments, organizations enhance their resilience and maintain effective risk management strategies.

Challenges with the model's effectiveness

There are numerous benefits to the three lines model, but there are also some challenges and potential drawbacks. Organizations can address these challenges with careful planning, continuous communication and training.

Some of the three lines model effectiveness challenges include the following:

• Skills and knowledge gaps. Operational staff in the first line of defense can lack the skills and expertise needed for comprehensive risk management. Organizations must provide training and support to ensure effective risk identification and mitigation.
• Too much focus on compliance. A focus on meeting regulatory requirements instead of managing risks specific to the organization can lead to dysfunctional outcomes.
• Change management. Introducing the three lines model requires change management efforts to get buy-in from employees at all levels of defense. Some employees might resist change and question the model's effectiveness.
• Resource allocation. To get adequate resourcing, organizations need to distribute risk management responsibilities across different lines. This requires personnel, training and technology. Finding the right number of resources can be a challenge if companies do not have separate risk and audit departments.
• Risk ownership. Creating clear risk ownership across different lines is challenging. Staff in the first line of defense might not fully embrace their role in risk management. This can lead to insufficient risk identification and mitigation.
• Scalability. The three lines model can be challenging to execute in a large organization with a diverse risk landscape. Larger organizations' risks evolve constantly, so adapting the model to fit the organization's specific needs is a complex process.
• Reporting. Organizations need to determine how to quantify and assess the effectiveness of each line's risk management efforts. These metrics should show the stakeholders the value of the risk management activities.
• Role ambiguity. Organizations sometimes struggle to clearly distinguish responsibilities among the three lines, leading to inefficiencies in risk management. Overlapping duties between the second and third lines can also blur accountability.
• Potential for bureaucracy. The three lines model has the potential to increase bureaucracy because of its layered structure, which can cause inefficiencies. To mitigate this, the second line must refrain from excessive involvement in day-to-day risk activities when the first line is performing effectively. This ensures the second line's contributions are truly value-adding and not redundant.

The future of the 3LoD model

The three lines of defense model is continuously evolving to remain relevant in a rapidly changing risk landscape. Some key trends shaping its future include the following:

• Enhanced integration and collaboration. The traditional separation between the three lines is evolving into a more integrated and cooperative framework. Companies are moving toward dynamic risk management approaches that integrate cross-functional teams.
• Greater agility and adaptability. Since modern risks, such as cyberattacks and climate change, are constantly shifting, the risk management framework is also becoming more agile. This evolution lets organizations quickly identify, assess and adapt to emerging challenges.
• Integration with advanced technologies. The integration of advanced technologies such as artificial intelligence, automation and data analytics is transforming the 3LoD model. These technologies enable real-time risk monitoring, automation of assurance tasks and enhanced data-driven decision-making. By adopting these technologies, organizations can achieve more efficient and effective risk management processes.
• Upskilling across all lines. With the increased complexity of risks and the adoption of new technologies, personnel in all three lines will require continuous upskilling in areas like data ethics, cyber-resilience and AI governance.
• Emphasis on strategic risk management. Internal audit's role is evolving beyond mere assurance and is increasingly encompassing strategic advisory functions. This future-oriented approach will see internal audit providing value through proactive risk anticipation and strategic insights. This will require auditors to build stronger skills in data analytics, advanced risk assessment and effective stakeholder engagement.

Summary:

The three lines of defense model is a risk management framework that divides responsibilities for managing risk within an organization across three distinct groups. It aims to enhance clarity, accountability, and overall effectiveness in risk management by clarifying roles and responsibilities, providing independent assurance, and fostering collaboration.

Here's a breakdown of the three lines:

1. First Line of Defense:

Responsibility:

Operational management, who own and manage risks directly within their respective business units.

Activities:

Designing, implementing, and operating controls to mitigate risks in day-to-day operations.

2. Second Line of Defense:

Responsibility:

Risk management and compliance functions, which provide oversight and support to the first line.

Activities:

Developing risk management and compliance policies, frameworks, and procedures, and monitoring their implementation.

3. Third Line of Defense:

Responsibility:

Internal audit, which provides independent assurance on the effectiveness of the first and second lines.

 

Activities:

Conducting independent audits and assessments to evaluate the design and effectiveness of risk management and control activities.

Key Benefits:

Improved Risk Management:

Clearly defined roles and responsibilities lead to more effective risk identification, assessment, and mitigation. 

Enhanced Accountability:

Each line is accountable for its specific role in the risk management process, fostering a culture of ownership.

Independent Assurance:

The third line provides an objective assessment of the overall risk management framework, ensuring its effectiveness.

Increased Efficiency:

By clarifying roles, the model helps avoid duplication of effort and promotes collaboration between different functions.

In essence, the three lines of defense model provides a structured approach to risk management, ensuring that all levels of an organization are actively involved in identifying, assessing, and mitigating risks to achieve its objectives. 

Used sources:

https://tinyurl.com/5xhm6ave

https://tinyurl.com/2n2jxmra

https://tinyurl.com/55yhyhnr

https://tinyurl.com/2s4d3429

The Product Vision Board

 

By Roman Pichler

The vision plays an important role in bringing a new product to life: It acts as the overarching goal guiding everyone involved in the development effort. Equally important is the product strategy, the path chosen to attain the vision. Without a shared vision and an effective strategy, people are likely to pull in different directions, and the chances of creating a successful product are slim. While vision and strategy are key, describing them can be challenging. This post introduces the Product Vision Board, a tool that helps you capture the vision and product strategy. 

A Sample Vision Board 

Towards the end of 2012, I was exploring the idea of creating a software-based version of my product canvas tool that integrates seamlessly with other tools like JIRA and GreenHopper. To get started, I created an initial product vision board, which is shown below.

The product vision board above captures my assumptions about the users and the customers of the new tool, the needs the product should address, the key product features, and the value the product should create for my own business, Pichler Consulting. (I explain the sections of the board in more detail below.) 

As you may have noticed, I have kept the information on the board concise. I did not, for instance, write personas and user stories, or create a design sketch. There are two reasons for this: First, I did not know enough about the users and customers at the outset to write personas and to describe the product in more detail. Second, I find that the product details are best captured in the product backlog. 

The board was very valuable: It helped me think through my idea, and it allowed me to share my thoughts with my team, and with our development partner. Additionally, the product vision board helped me investigate the greatest risks by testing my assumptions, as I explain below. I now use the board for any new idea be it writing a new book, creating a new brochure, or updating a training course, and I help my clients apply the board. 

The Vision Board Explained 

The product vision board is the simplest thing that could possibly work to capture the vision and strategy of a product. It uses five sections as shown in the following diagram and explained below. You can download the template from the tools section of my website or by simply clicking on the picture below.

Vision states your overarching goal, the ultimate reason for creating the product, the positive change you want to bring about. Make your vision big and inspiring; use a brief statement or slogan; and ensure that the stakeholders and development team(s) support it, that it is shared. 

Target Group describes the market or market segment you want to address. You should state who the product is likely to benefit, who its users and its customers are. Choose a homogenous, clear-cut target group, especially when creating a brand-new product. 

Needs describe the product’s value proposition: the main problem the product addresses or the primary benefit it offers. The section should make it clear why people will want to use the product or pay for it. Capture what success looks like for the users and customers. If you identify several needs, prioritise them. 

Product summarises the three to five features that make your product stand out and that are critical for its success. These are likely to correlate to its unique selling proposition, and they should address the needs identified. Don’t make the mistake of listing lots of features. Stick to a maximum of five. Capture the product details at a later stage in your product backlog. 

Business Goals, finally, explain why it’s worthwhile for your company to invest in the product. It states the desired business benefits, for instance, increase revenue, enter a new market, reduce cost, develop the brand, or acquire valuable knowledge. The latter can be just as valuable as the former: When Toyota shipped the Prius in 1997, for instance, the car was not earning any money. But it immediately developed its brand (“green car company”), and had gained an advantage in hybrid technology. Prioritise the business goals to create focus and state targets. Otherwise, it’s hard to measure the product performance and apply the right key performance indicators (KPIs). 

There are, of course, other helpful tools available that help you capture your ideas, including Ash Maurya’s Lean Canvas and Alexander Osterwalder’s business model canvas. I may well be biased, but I like the simplicity of the product vision board: I find it beneficial to consider the target group, needs, key features and business goals when exploring an idea before thinking about monetisation and the business model. 

You can also watch me explain the product vision board in the video below.

Research and Validation with the Product Vision Board 

The product vision board is not only a thinking and communications tool, it also allows you to test your assumptions, and capture the newly gained insights. To get started, I find it helpful to identify the greatest risk or biggest uncertainty on the board. This creates focus, and it enforces a fail-fast: figuring out quickly what works and what doesn’t, which assumptions hold true, and which don’t. 

When I was working on my digital canvas idea, for instance, the greatest risk was initially misunderstanding the user needs, and potentially building a product that does not provide much value. I consequently decided to test my user needs assumptions before exploring further what features the tool should provide, or how the product should be implemented. I hence started carrying out a series of problem interviews, structured conversation with a prospect to understand the individual’s problems and goals without referring to the solution, and engaged in a few direct observation sessions. 

These measures helped me understand the target group better, and assess how much value a product canvas app with JIRA integration would provide. It also made me update and change the board to reflect my latest thinking, as the following picture shows:

I suggest you follow a similar approach when you work with the vision board: Identify your biggest risk, and attack this risk first. Don’t be afraid to fail: Making mistakes is part and parcel of creating something new. What’s more, early failure facilitates fast learning and it can save you time and money. 

Product Vision Board and Business Model 

While a strength of the product vision board is its simplicity, it does not detail how the business goals are achieved and it does not capture the business model including the competitors, the partners, the channels, the revenue sources, and the cost factors. Describing and testing your business model ideas is particularly important when you develop a brand-new product and when you want to make bigger changes to an existing product, for instance, to take it to a new market (segment). 

To capture your business model ideas you can either complement the product vision board with the business model canvas or use its extended version, the product vision board extended, which is shown below. The extended board is inspired by the business model canvas. You can download it for free from the tools section of my website.

8 tips for creating a compelling product vision

Creating and managing a successful product requires a lot of time and energy. In order to be fully committed, you have to be convinced that what you are doing is right and have a clear vision of where to take your product. This post shares eight tips to help you create an effective product vision that inspires the development team and the stakeholders. 

Describe the Motivation behind the Product 

Having an idea for a new product is great. But it’s not enough. What you need is a vision that guides everyone involved in making the product a success: product management, development, marketing, sales, and support. The product vision is the overarching goal you are aiming for, the reason for creating the product. It provides a continued purpose in an ever-changing world, acts as the product’s true north, provides motivation when the going gets tough, and facilitates effective collaboration. 

To choose the right vision, ask yourself why you are excited to work on the product, why you care about it, what positive change the product should bring about, and how it will shape the future. One of my favourite vision statements comes from Toys R Us. The company’s vision is to  “put joy in kids’ hearts and a smile on parents’ faces”. The statement concisely captures the intention behind the company’s products and services and describes the change the users and customers should experience. 

If you choose the company vision for you product, then that’s fine. Otherwise make sure that the two visions aren’t in conflict other but aligned. 

Look beyond the Product 

Be clear on the difference between the product vision and the product and don’t confuse the two. The former is the motivation for developing the product; the latter is a means to achieve the overarching goal. 

Say that I want to create a computer game that allows children to choose and interact with characters, select different music tracks and worlds, choreograph their own dances, and play together with friends. This might be a nice idea, but it is not the actual vision. 

An effective product vision goes beyond the product and captures the change the product should instigate. A vision for the game would be “Help children enjoy music and dancing”. 

Distinguish between Vision and Product Strategy 

Your product vision should not be a plan that shows how to reach your goal. Instead, you should keep the product vision and the product strategy – the path towards the goal – separate. This enables to change your strategy while staying grounded in your vision. (This is called to pivot in Lean Startup.) 

At the same time, a vision is the prerequisite for choosing the right strategy. If you don’t have an overarching goal then you cannot decide how you best get there. This is nicely illustrated by the famous conversation between the Cheshire Cat and Alice in Alice’s Adventures in Wonderland. Asked which way Alice should take, the cat replies: “That depends a good deal on where you want to get to.” “I don’t much care where –,” says Alice. “Then it doesn’t matter which way you go,” responds the Cheshire Cat. 

A handy tool for describing both the product vision and the product strategy is the Product Vision Board. Its top section captures the vision, and the ones below state the strategy to realise the vision.

Create a Shared Vision 

You can come up with the most beautiful vision for your product. But it’s useless if the people involved in making the product a success don’t buy into it. To leverage the vision as the product’s true north, to create alignment, and to facilitate effective collaboration, the product vision must be shared – everyone must have the same vision. Without a shared vision, people follow their own goals making it much harder to achieve product success. 

A great way to create a shared product vision is to employ a collaborative visioning workshop. Rather than formulating a product vision and then selling it to the key people you create it together. Use the product idea as an input and ask the workshop attendees to capture their motivation for working on the product. Then compare the different visions, look for common ground, and combine the different goals into a new one everybody agrees with.

You can employ a similar approach for an existing product: Invite the right people, ask them to write down their vision, and compare them. If the visions are the same or very similar, then that’s great. If not then you have some work to do. 

Choose an Inspiring Vision 

“If you are working on something exciting that you really care about, you don’t have to be pushed. The vision pulls you,” said Steve Jobs. Your vision should therefore motivate people, connect them to the product, and inspire them. 

I find that a vision focused on creating a benefit for others provides a particularly deep motivation and a lasting inspiration. It guides me when I am feeling doubtful much more than a money- or self-centric vision can. There is nothing wrong with making money, of course, and every product needs a viable business model. But I find that people excel because they believe that they are doing something meaningful and beneficial. 

Going back to the computer game example used earlier, an alternative vision for the game could be “Diversify and grow the business”. But such a vision is not inspirational and motivating enough in my mind. It would not lift me up in moments of doubt. Rather than stating business goals in the vision, I like to capture them in the product strategy (using the business goal section of the Product Vision Board). 

If you are not sure then I recommend that you include the beneficial change the product should create for others and for your business without trying to quantify or detail those benefits. Otherwise your vision may no longer be able to guide you when you pivot. 

Think Big 

Make your product vision broad and ambitious so that it engages people and it can facilities a change in the strategy. The vision of the computer game example “Help children enjoy music and dancing” is a broad and ambitious vision, for instance. It does not refer to the actual product idea or a specific target group, and it is not satisfied with creating a fun gaming experience. It aims for more. 

If it turns out that the idea of developing a computer game for children is ill conceived then there are still alternatives to make the vision come true. I could, for instance, decide to open up a dance school or create a virtual dance course. (Given that I am an exceptionally bad dancer, I seriously doubt that I’d be good at either. But at least I have some options.) 

Keep your Vision Short and Sweet 

As your vision is the ultimate reason for creating the product, it should be easy to communicate and to understand. Other artefacts including a product strategy, a business model, a product backlog, and a marketing plan provide the necessary details. Your vision should be short and sweet, it should be easy to memorise and recite. I like to employ a simple slogan to capture the vision. It can take me several iterations to get to such a vision but I find it worth the effort. As Leonardo da Vinci said, “Simplicity is the ultimate sophistication.” 

Use the Vision to Guide your Decisions 

Use the vision to guide your product decisions and to focus everyone on the ultimate reason for creating the product. While the vision alone is certainly not enough, it is a first filter for new ideas and change requests: Anything that helps you move closer to your vision—be it a new feature, a change of direction, or a new technology— is helpful and should be considered; anything that doesn’t, is not beneficial and should probably be discarded.

https://tinyurl.com/yc7dt5t2

У McKinsey вийшов новий звіт про tech trends, які вони бачать на ринку

 

Звіт Technology Trends Outlook аналізує 13 проривних технологічних трендів, які можуть суттєво трансформувати глобальний бізнес.

Ці технологічні тренди включають: розвиток автономних ШІ агентів; загальний розвиток ШІ, включно з генеративним та аналітичним AI; технології виробництва спеціалізованих чіпів для AI тренування, інференсу, пам’яті, мереж передачі даних; нові мережеві технології (Advanced connectivity); гібридні хмарні рішення; AR/VR; кібер безпеку; квантові обчислення, автономну робототехніку; автономні транспортні засоби; біотехнологію, генно інженерію, синтетичну біологію; супутники, ракети, космічні системи зв’язку й стеження, міжпланетну інфраструктуру; відновлювану енергію, батареї, зелені технології.

Звіт також включає в себе оцінку потреб в робочій силі / STEM талантах для розвитку цих трендів. McKinsey підійшов до оцінки талантів таким чином:

- Попит на таланти: вони спочатку проаналізували частоту (в %) вказання тих чи інших skills, які компанії вказують в своїх постах і показав топ 7 skills у відкритих вакансіях в галузі тренду, проранжовані від найбільш затребуваного до менш. Кількість оголошень про вакансії отримана з власної Платформи організаційних даних McKinsey, яка зберігає ліцензовані знеособлені дані з публічно доступних професійних профілів та оголошень про роботу. Дані переважно зібрані з англомовних країн.

- Пропозиція талантів: а потім подивились, як багато людей вказують ці skills в своїх резюме, і порахували, наскільки пропозиція кадрів відповідає попиту. Якщо навички часто згадуються в оголошеннях, але рідко в резюме, це сигнал про дефіцит таланту. Так McKinsey побудував таку собі карту «розриву талантів» для кожного тренду: де бракує фахівців, і які саме навички треба розвивати.

На базі звіту McK я швидко створив ось таку просту табличку, яка включає в себе

а) всі тренди;

б) топ 3 Tech skills required в кожному з трендів;

в) наявність таких skills у талантів (у % в резюме на позиції в цих галузях);

г) skill, який найменше представлений в резюме (показаний зеленим в передостанньому стовпчику) – тобто тут найбільший розрив талантів зараз;

д) skill, який найбільше представлений в резюме (червоний колір в останньому стовпчику) – тут перенасичення людей, які вказали ці skills при поданні на вакансії в тій чи іншій галузі.

Я також розфарбував Tech Talent availability:

– якщо ви бачите зелений колір в клітинці Excel, то цей skill зараз в великому нереалізованому попиті в цій трендовій галузі; - жовтий колір показує помірний геп в талантах, який все одно треба закривати;

- помаранчевий та червоний кольори показують, що при пошуку роботи в цій галузі у вас буде багато конкурентів, які також вказали такий же skill, яким ви володієте.

Мені здається, ця табличка дозволяє зробити / візуалізувати декілька цікавих висновків:

1. є універсальні скіли, які відкривають доступ до різних галузей: знання Python (відкриває двері в Agentic AI, AI, Semiconductors, Cloud, Robotics, Quantum), Machine learning (в попиті AI, Agentic AI, Robotics, Bioengineering), загальні знання ШІ (Immersive, Quantum, Cybersecurity). Взагалі ШІ - універсальна технологія загального призначення, яка має попит зараз майже в кожній галузі та бізнес-функції.

2. є сфери / тренди, в яких точно є дефіцит талантів – Quantum tech, Immersive reality, Advanced connectivity, Green tech. Напевно, це перспективні галузі для навчання з точки зору поки що низької конкуренції талантів.

3. розуміння як працювати з AWS, знання 5G технологій, GPU серед найдефіцитніших скілів у звіті в окремих галузях. Вони мають <20% охоплення в резюме, при цьому входять у топ потреб ринку.

4. в той же час є скіли, в яких вже досить висока конкуренція, а відповідно вам не будуть платити багато за ваші унікальні знання: Java, Linux, Prompt Engineering, C++, Data analysis.

5. також є галузі в яких напевно починають шукати інших спеціалістів: наприклад, на Bioengineering подається дуже багато біологів (що зрозуміло); також як на Robotics та Space technologies – специалістів в Manufacturing. Але таких спеціалістів там вже значно більше, ніж вакансій.

6. скіли, які багато людей вказують в окремих галузях:

- в Bioengineering - Data analysis (якщо ви хочете розвиватися в цій галузі, то краще як мінімум вказувати Біостатистику – таких спеціалістів ще не так багато);

- якщо хочете займатися Mobility або Self driving cars, то знайте, що в той час, коли Fleet management все ще в попиті для компаній типу Tesla або Waymo, таких спеціалістів також дуже багато. Краще розвивати навички в сфері UX для автономних девайсів.

- для Cybersecurity – ризик-менеджерів або Blockchain специалістів теж вже багато, краще розвиватися в сфері Incident response протоколів або Threat intelligence.

Одна з ключових порад у звіті McKinsey - звертати увагу не лише на окремі технологічні тренди, а й на їхню комбінаторну силу. Я також думаю, що саме на перетині технологій народжуються найбільші прориви.

Що робити далі? Дуже рекомендую почитати цей звіт саме про галузі, які вам цікаві (лінк в першому коментарі). Там є багато контенту про кожний з трендів, які я тут не описував.

Сам звіт може бути цікавим як мінімум університетам та підліткам, які думають про майбутню Tech спеціальність, і ще не встигли податися на Менеджмент в українські виші.

Думаю, що студентам STEM спеціальностей варто обирати навчання тим скілам, які поки що рідко зустрічаються в резюме, але мають стабільний попит на ринку з урахуванням технологічних трендів.

Для професіоналів же стратегія може бути в комбінуванні своїх уже наявних навичок із тими, які зараз у дефіциті, щоби залишатися конкурентоспроможними в нових галузях в майбутньому.

А університетам і освітнім програмам, напевно, прийшов час оновити карікулуми відповідно до технотрендів і цільово закривати “вузькі місця” на ринку талантів, які вже чітко позначені, і також починати будувати міждцісціплінарні програми.

Vladyslav Rashkovan

Джерело:

https://tinyurl.com/5n7v66pp

Антитренды интернет-маркетинга 2025: от чего уже тошнит вашу аудиторию

 

В 2025 году в интернет-маркетинге намечаются изменения, где некоторые старые стратегии уступают место новым подходам. В частности, антитрендами становятся игнорирование мобильного контента, чрезмерное использование автоматизации, устаревшие подходы к SEO и неправильное обращение с данными. 

Антитренды интернет-маркетинга 2025:

Игнорирование мобильного контента:

В эпоху доминирования мобильных устройств, контент, не адаптированный под них, теряет свою эффективность. 

Избыточное использование автоматизации:

Полностью автоматизированные процессы без человеческого участия могут оттолкнуть аудиторию, которая ценит персонализацию и живое общение. 

Неправильное обращение с данными:

Сбор и использование данных о пользователях должны быть прозрачными и соответствовать требованиям конфиденциальности. Нарушение этого правила может привести к потере доверия. 

Устаревшие подходы к SEO:

Традиционные методы оптимизации для поисковых систем, которые не учитывают современные алгоритмы и поведенческие факторы, становятся неэффективными. 

Чрезмерно формальный контент:

Аудитория ждет от брендов искренности и неформального общения. Бренды, которые не меняют свой тон в зависимости от платформы и не добавляют юмор, рискуют быть неинтересными. 

Ответы только на продуктовые комментарии:

Недостаточно отвечать только на вопросы о продуктах. Бренды должны развивать неформальное общение и взаимодействовать с аудиторией на разных уровнях. 

Бренды, игнорирующие комьюнити-менеджмент:

Отсутствие вовлеченности в жизнь сообщества, отсутствие ответа на вопросы, комментарии и отзывы пользователей, равно как и отсутствие реакции на UGC (контент, созданный пользователями), может привести к негативному восприятию бренда. 

Шаблоны и штампы в SMM:

Публикации, созданные по шаблону, без учета особенностей платформы, не вызывают интереса. Аудитория ценит уникальный контент, созданный специально для конкретной социальной сети.

2025 год. Вы открываете лендинг, и там… «Уникальное предложение!», «Только сегодня!», «Не упустите шанс!» — и вы сразу закрываете вкладку. Потому что это уже не маркетинг, а словесный мусор.

Мир устал от заезженных приёмов. Клиенты научились распознавать фальшь за три секунды. И если текст всё ещё кричит «Мы лучшие на рынке!» или «100500 довольных клиентов» — вас уже не читают.

Что конкретно умерло.

«Эксперты с 20-летним опытом»

Никому больше не интересно, сколько лет ваша компания «успешно работает». В 2025-м важнее, что вы сделали вчера. 

«Бесплатный вебинар»

Люди уже поняли: «бесплатный» = «продающий». И если в конце вас ждёт развод на ₽50 000 курса, лучше сразу посмотреть ютуб.

«Говорящие» заголовки без смысла

«Вы готовы изменить свою жизнь?» — нет, не готов. Потому что это не вопрос, а пустая замануха.

Фейковые отзывы

Особенно те, где «Анна К., Москва» восторженно пишет про «невероятный сервис». Все уже знают: это либо подделка, либо проплаченный текст.

«Оставьте заявку, и мы вам перезвоним»

2025 на дворе. Если у вас до сих пор нет чат-бота, калькулятора или хотя бы формы с автоматическим расчётом — вы отстали навсегда.

Вместо этого, в 2025 году стоит обратить внимание на:

Пользовательский опыт (UX) и мобильную оптимизацию:

Обеспечение удобного и приятного опыта взаимодействия с сайтом и контентом на всех устройствах. 

Персонализацию и автоматизацию, но с человеческим подходом:

Использовать автоматизацию там, где это уместно, но не забывать о человеческом контакте и персонализированном подходе. 

Прозрачность и заботу о данных:

Соблюдать правила конфиденциальности и обеспечивать безопасность данных пользователей. 

Гибкость и адаптацию к изменениям:

Быстро адаптироваться к новым трендам и изменениям в поведении пользователей. 

Создание уникального контента для каждой платформы:

Не использовать одинаковый контент во всех социальных сетях. Адаптировать его под особенности каждой платформы и целевой аудитории. 

Взаимодействие с комьюнити:

Поощрять создание пользовательского контента и активно взаимодействовать с сообществом. 

Сочетание формального и неформального общения:

Не бояться юмора и иронии, но при этом сохранять профессионализм.

Что будет работать в 2025 вместо устаревших приёмов?

1. Конкретика вместо пустых обещаний

Конкретика = доверие. Если вы можете назвать цифры — значит, вы либо уже делали так для других, либо готовы отвечать за результат.

2. Честность вместо развода

Честность = уважение. Когда вы перестаёте «впаривать» и начинаете объяснять, клиенты чувствуют разницу.

3. Диалог вместо монолога

Люди устали от «великих экспертов», которые вещают с высоты своего опыта. В 2025 году текст должен быть не лекцией, а разговором. Диалог вовлекает. Когда человек чувствует, что с ним разговаривают, а не продают, — он расслабляется и доверяет.

4. Истории вместо «кейсов»

Сухие отчёты «Повысили конверсию на 27%» больше не цепляют. Людям нужны живые истории. Люди мыслят историями, а не цифрами. Если вы можете рассказать, а не просто похвастаться, — вас запомнят.

Старые приёмы умирают, потому что аудитория поумнела. Но это не проблема — это возможность.

В заключение: В 2025 году успешный интернет-маркетинг будет строиться на честности, прозрачности, адаптивности и внимании к потребностям пользователей.

Вечные принципы маркетинга от Дрейтона Берда

 

Как увеличить количество откликов в три раза, а продажи удвоить

Двигайтесь туда, где есть деньги 

Дрейтон Берд, говорит: «Деньги – в базе данных». Как в базе данных потенциальных клиентов, так и ваших существующих клиентов. Причем Ваши существующие клиенты – самый лучший источник прибыли. 

Клиент купит только тогда, когда это ему нужно, а не когда вы хотите продать 

Только потому, что клиент не приобрел ваш продукт после нескольких звонков или электронных писем, не означает, что интереса к вашему товару или сервису нет вообще. Исследования в некоторых отраслях показывают, что потенциальный покупатель делает заказ после пятого-седьмого обращения продавца. 

Умейте написать длинный интересный текст 

Дрейтон Берд приводит пример, как один из его клиентов продавал продукт за 85 000 евро. Его рекламный текст был написан на одной странице, а после редактирования Бердом стал занимать целых 4 страницы. Какой результат это дало? Количество откликов увеличилось в 3 раза, а продаж – в 2 раза. 

Не используйте только интернет для маркетинга 

Чем более независимым с точки зрения каналов привлечения клиентов является ваш бизнес, тем дольше вы продкржитесь на рынке. 

Ваши продажи и прибыль значат больше, чем получение инвестиций 

Если ваш продукт не продается, лучше задумайтесь о том, как сделать так, чтобы были продажи, а не о том, как получить очередной транш от ваших инвесторов. 

Скопируйте лучшее у ваших конкурентов 

По признанию Берда, самой большой его ошибкой было то, что он хотел быть «оригинальным и инновационным», вместо использования уже работающих вещей. А Билл Бернбах, одиозная фигура в истории американской рекламы, сказал: «Все эти разговоры о креативности беспокоят меня. Больше всего я боюсь, что мы сохраним креативность и потеряем способность продавать». В то же время Ал Эйкоф резюмировал: «Ни один креативный писатель не смог достичь эффективности уличного торговца, который зачастую превращает в покупателей 50–75% всей своей аудитории». 

Обязательно берите контакты ваших потенциальных клиентов 

Большинство людей посетив сайт или увидев объявление не покупают сразу, однако любой из них может стать вашим покупателем рано или поздно. 

Тестирование — правильное решение всех маркетинговых проблем 

Провести сравнительный тест идей и вариантов намного проще, дешевле и быстрее, чем спорить на бесконечных заседаниях: поднимать цены или опускать? 

Чем больше спросите, тем больше продадите

Есть прямая зависимость между прибылью и коммуникацией. Если вы потратите немного времени, чтобы обдумать повод для разговора со своими клиентами о том, что может быть для них интересно или выгодно, вы обнаружите весьма действенный результат этой беседы. 

Cамое важное — это сочетание того, что у нас есть, с тем, как мы это позиционируем 

Дрейтон Берд рассказывал, как несколько лет назад он продавал продукт в сфере охраны здоровья. И хотя продукт был очень хороший, и для его продвижения с технической стороны все было сделано абсолютно корректно, кампания провалилась. Причина неудачи была в том, что описывая выгоды и преимущества, Берд выбрал очень «сильный» язык, который не соответствовал продукту. 

То, как вы фиксируете продукт в сознании потребителя, определяет ваш успех или неудачу. 

Чеклист Дрейтона Берда по проверке Ваших маркетинговых материалов 

1. Первый абзац должен освещать самую главную ВЫГОДУ для клиента, которую он получит от приобретения Вашего товара или услуги. 

2. Все ли ПРОСТО и ЯСНО? Если текст смешной, слишком умный или непонятный — результат будет неутешительным. 

3. Приведите все важные ПРИЧИНЫ для ПОКУПКИ, ответьте на все вопросы, которые вам кажутся очевидными и не закройте все разумные возражения, иначе вы потеряете продажи. 

4. Достаточно ли ПОЛНО и ВСЕСТОРОННЕ описано то, что вы продаете? 

5. Правильный ли вы выбрали ТОН? Не шутите по поводу серьезных вещей, например, благотворительности, бизнеса или денег. 

6. Покажите текст кому-то, кто не разбирается в теме. Очень хорошо, если он может заинтересоваться тем, что вы продаете. Спросите, ПОНЯТНО ли все написано, и возникает ли ЖЕЛАНИЕ покупки после прочтения. 

7. Можете ли вы подтвердить ваши заявления чем-либо: ОТЗЫВЫ ли независимые исследования? 

8. Достаточно ли доходчиво вы говорите читателю, о его конкретных действиях? Все ли ваши АРГУМЕНТЫ направлены на то, чтобы заставить читателя СДЕЛАТЬ то, что вы от него хотите? 

9. Достаточно ли ЗАМЕТЕН купон, форма для отправки по почте или кнопка «Купить»? Просто ли всем этим пользоваться? 

10. Прочитайте текст вслух. Звучит так, как будто кто-то ПРОСТО РАЗГОВАРИВАЕТ? Это хорошо!  

https://tinyurl.com/3bamzdep