According to the Future of Jobs Report 2023 from the World Economic Forum, around 44% of today’s skills will undergo changes within the next five years. This figure reflects the speed of the transformations that currently shape the world of work: technological advancement, digital transformation, energy transition, the growing relevance of sustainability, and shifts in organizational models. In this context, the skills that ensured success yesterday may no longer be sufficient to meet tomorrow’s challenges. It is therefore essential to cultivate the ability to continuously learn, to adapt, and to transform knowledge into practical action, as these are the characteristics that distinguish professionals and organizations that thrive from those that fall behind.
It is within this scenario that the cycle of learning, unlearning, and relearning becomes central. Alvin Toffler (1970) had already anticipated that the illiterates of the 21st century would not be those who cannot read or write, but rather those who cannot learn, unlearn, and relearn. Learning means acquiring new skills and tools, from digital literacy to the understanding of emerging concepts such as ESG or artificial intelligence; unlearning requires letting go of methods or practices that are no longer effective or relevant; relearning is about reconfiguring and adapting knowledge to current realities and new demands. Professionals and companies that embrace this cycle as an integral part of their culture become more resilient, innovative, and capable of thriving in uncertain environments.
In recent years, the debate on skills development has introduced two fundamental concepts in people management: upskilling and reskilling. The former refers to the deepening of existing skills, allowing for greater specialization and advanced mastery, while the latter refers to the acquisition of new skills that enable a transition to different functions or adaptation to new realities. Both are now considered crucial to respond to the challenges of the future, whether in consolidating existing talent or in the ability to reinvent teams in the face of constant market change (OECD, 2021; McKinsey, 2021).
In this sense, investing in development programs has ceased to be merely a measure of employee appreciation and has become a true strategic imperative. Organizations that invest in the continuous development of their human resources manage to increase talent retention, strengthen motivation and engagement within teams, respond more effectively to new regulations and market challenges, and build organizational cultures that are innovative and adaptable. Ultimately, to train is also to transform — not only individuals, but also the very capacity of a company to grow, evolve, and differentiate itself.
At SFgo, we believe that skills development is the path to generating positive impact, both for people and for organizations. As a consultancy, we have supported companies in the areas of finance and sustainability integration, but we know that the future demands a broader approach. That is why we are aligning our efforts to expand support for people and organizations in their continuous development and in the enhancement of their employees’ skills. Because investing in people is investing in the future, and true sustainability begins with the skills we develop today to meet the challenges of tomorrow.
References
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World Economic Forum (2023). Future of Jobs Report. Available at: https://www.weforum.org/reports
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OECD (2021). Skills Outlook 2021: Learning for Life. OECD Publishing.
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Toffler, A. (1970). Future Shock. New York: Random House.
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McKinsey & Company (2021). The Future of Work after COVID-19.
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LinkedIn Learning (2024). Workplace Learning Report.
Carla Coelho
