However, when we performed our taking stock exercise prior to our transformation, we realised we were lacking digital talent in nearly any part of the company.
At that point in time, most of our digital capability and capacity had been sourced externally. Skills like digital marketing, UX, CX, agile masters, data science and analytics were usually contracted from agencies. Thus, eprimo with transportation email list increasing demand for digital skills faced unacceptable situations and constraints: To setup a virtual meeting a tech rep was necessary. To analyze patterns in the web or a campaign teams needed to queue up for an expert to analyze. Complex service level agreements with third party providers delayed time to market. With this challenge eprimo decided to build and hire digital skills. In response to this situation, eprimo established a team fully dedicated on personal development: the Personal Development Center (PDC).
pdc team
This group consisted of four trusted and enthusiastic leaders from the operational business and human resources side of the company who volunteered to master eprimos skill challenge. The goal of the PDC is to staff eprimo with the necessary new talent and give eprimos the opportunity to develop their own digital skills to master our digital transformation. But starting from skretch it was hard for PDC to attract talent. It seemed a trap. PDC hired a few professionals over the time but focused from the very beginning on building digital skills with the the talent we already had, inviting them to their personal development journey.